At PROGRESS 2026, OGR members participated in a roundtable discussion focused on real world "what if" scenarios that many independent funeral homes could face: 

What if two key employees left tomorrow? 

What if preneed became your primary revenue driver? 

What if a low-cost competitor opened across the street? 

The conversation produced practical and immediately useful ideas that funeral home owners and managers can take back to their businesses. 

One major takeaway was clear: do not rush a bad hire just to fill a gap. If a funeral home loses two key employees unexpectedly, the instinct may be to hire quickly simply to keep things moving. However, members emphasized that hiring the first available "warm body" can create bigger problems long term. Instead, consider using temporary outside support such as trade embalming, trade transport, or other trusted service providers to keep operations running while taking the time to find the right person. 

Attendees also noted the importance of bringing the team together quickly and being honest about the plan. When staffing changes happen, the remaining team needs to hear directly from leadership. Acknowledge the challenge, explain the short-term plan and let staff know that some people may need to step up temporarily. That type of open communication can help protect morale and reassure the team that the situation is manageable. 

A related long-term takeaway was the importance of building relationships with nearby funeral homes before help is needed. Having trusted local colleagues or even competitors who can assist in a difficult moment can make a significant difference. Those relationships are easier to rely on when they have already been developed through mutual respect and cooperation. 

The group discussed what funeral homes would do differently if preneed became the primary revenue driver. One idea that stood out was making preneed education more community-based, rather than only funeral home-based. Members talked about the importance of educating consumers, hospice teams, and nursing homes so families understand their options before a death occurs. The goal is to help people see that end-of-life planning includes more than simply choosing between cremation or burial. 

To support that effort, dedicate staff and outreach specifically to preneed. Depending on call volume and growth goals, a funeral home may need one full-time preneed professional, or even more than one person, focused on building relationships and guiding families through their options. That outreach should be flexible and relationship-driven, meeting people where they are, whether that is in their homes, nursing homes, community events, restaurants or other comfortable settings. 

One outside-the-box idea was to look for preneed staff with hospitality experience. Someone who has worked as a server, bartender, or restaurant professional may already have strong skills in conversation, listening, trust-building and helping people feel at ease. Those qualities can be especially valuable when talking with families about planning ahead. 

Members also talked about how to respond if a new, low-cost competitor opened across the street. The advice was simple, but important: stay the course and do not compete by lowering your standards. Rather than undercutting prices or "dumbing down" services, funeral homes should continue doing what they do well, reinforce their value, and clearly understand what sets them apart. 

The group also emphasized the importance of focusing on your own strengths, not the competitor's weaknesses. One memorable phrase from the discussion was: "Positive about us, silence about them." In other words, do not badmouth a competitor. Instead, identify and communicate your own bragging points, such as service quality, relationships, reputation, personalization, staff experience, and the trust you have built in the community. 

Overall, the roundtable reinforced a common theme: independent funeral homes are strongest when they prepare before a crisis, invest in relationships, communicate clearly with their teams and remain confident in the value they provide.