Restoration companies aren’t losing people because the work is too hard. They’re losing people because of how the work is run.
I talked to Leighton Healey, CEO of KnowHow, about what’s really behind the turnover problem in this industry. Turns out, a lot of owners and managers are making the same mistakes—and pushing out good people without realizing it.
Here’s a breakdown of the most common ways restoration companies drive away strong workers.
Most people don’t leave because the job is tough. They leave because they’re tired of the friction.
If no one tells them what success looks like, they’ll stop trying to find it. They’ll just clock in, go through the motions, and eventually disappear.
“If I don't know what winning looks like, how do I know I’m doing well?”
People don’t quit bad jobs—they quit bad managers. And bad management isn’t just yelling. It’s when things keep changing. It’s when your lead tells you one thing, and the office tells you something else.
“Most of the time, it's just confusing. That’s what wears people out.”
When four different people are giving instructions on one job, nobody knows who to follow. Good workers get tired of that real quick.
“It’s like, just tell me who I’m supposed to listen to.”
If you’re still telling people to just ‘watch someone for a few days’ and figure it out, they won’t stay. People want clear steps. They want to know what happens next.
“If it’s all in your head, you’re going to be stuck explaining it forever.”
When a tech has to stop what they’re doing to wait for a manager, or call the office for every little thing, it slows everything down. It’s frustrating.
Tools like magicplan help here. Techs can capture everything on-site—photos, notes, measurements—and move the job forward without a bunch of back-and-forth.
“Give them tools so they don’t need to ask for permission every five minutes.”
LEARN MORE: How to Build Effective SOPs for Any Restoration Job
If your whole training plan is to stick someone next to your best guy and hope it rubs off, don’t be surprised when they leave.
“They’re not quitting because they’re lazy. They’re quitting because they don’t know what to do.”
If the crew doesn’t feel connected to the company, they won’t stick around. This is especially true for Hispanic workers, who now make up a big part of the labor force.
“They’re looking for community. If they don’t find it here, they’ll find it somewhere else.”
People want to feel like their work matters. If someone shows up, does the job right, and nobody even notices, they’ll eventually stop caring.
“Sometimes all it takes is, ‘Hey—you handled that really well.’”
Systems are great. Processes are needed. But if you optimize every part of the job and forget the human part, people burn out.
“You can’t build loyalty with spreadsheets. You’ve got to connect with people.”
LEARN MORE: How to Build and Grow a Strong Team in the Restoration Industry
Good people don’t walk away because they don’t want to work. They walk because the work doesn’t work for them.
Fix the basics. Set clear expectations. Give your crews the tools and structure they need. And talk to them like they matter—because they do.
If your best people keep leaving, it’s not a labor problem. It’s a leadership one.
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