Leading From The C-Suite: Miri Offir of 911 Restoration On Five Things You Need To Be A Highly Effective C-Suite Executive
An Interview With Doug Noll
Execution — Results are important. A good leader will be able to balance the emotional intelligence, the empathy, transparency, and honesty that are required to be an effective leader, and will still maintain a productive attitude to get things done.
As part of our series called “Five Things You Need To Be A Highly Effective C-Suite Executive,” we had the pleasure of interviewing Miri Offir, CEO of 911 Restoration.
Priding herself as a successful leader and innovator, Miri Offir is the chief executive officer of 911 Restoration. Under her leadership, 911 Restoration has transformed from a single location, water-damage-and-repair company to a nationwide franchise that works to provide customers with a rapid, empathetic response and clear communication in times of need. Miri’s gift for communication has allowed her to build lasting business relationships and thrive in her role as CEO at 911 Restoration. Thanks to Miri’s efforts, 911 Restoration is now synonymous with the “Fresh Start Company,” a place property owners can contact when they need peace of mind after a property disaster.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I have served multiple roles during my career at 911 Restoration. As I embraced each role, my skills evolved and so did my responsibilities. I have welcomed every new opportunity presented along the way, which has helped me to learn every aspect of the business and grow alongside the company.
I have been with 911 Restoration for around 20 years now. I first joined in 2003, initially focusing on marketing. During that time, I worked closely with many small business owners and franchisees in the service industry, developing digital marketing strategies and a custom lead-generation system to help them support their growing business needs. In 2016, I became the CMO of 911 Restoration. Working closely with franchisees for many years has provided me with the insight to guide our brand’s marketing strategy in a manner that can deliver value to our network of franchisees. In 2020, when I became COO, I continued working closely with our franchisees and our multiple departments, overseeing our short- and long-term goals for the brand.
As I continued working with our staff and with our teams, I was promoted to the role of CEO. It has been a long and rewarding journey to reach this point in my career. Each role at 911 Restoration has provided an additional learning opportunity and I’m so proud of the work we are doing to help those navigating the stress of property damage.
Can you share the most interesting story that happened to you since you started your career?
This story is actually one of the most impactful things I’ve ever experienced. When I first moved to Los Angeles, I was introduced to Idan Shpizear, the founder of 911 Restoration and worked with him as office manager for about a year and half. Then, I had to leave the company when I gave birth to my first child.
Fast forward a few years, I went through a divorce and was looking for a job. I dropped off my children at pre-school, and while driving back home, suddenly, I thought about Idan. And as I stopped at the next red light, there he was driving his car, and he stopped right in front of me! I thought about him and then immediately I saw him! What are the odds?
I grabbed my phone and called him. He knew who I was even though we hadn’t spoken for a few years. I told him that I was looking for a job and he re-hired me same day.
For me, this was a powerful moment that was meant to be — and the start of an important journey ahead for both of us.
Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?
I read The Alchemist by Paulo Coelho back in 2008 or 2009, and that novel has stayed with me all this time. The message that ‘you are in charge of your own destiny’ is something I keep top of mind every day.
What do you think makes your company stand out? Can you share a story?
We have always recognized that empathy for our customer is critical. When you’ve been impacted by water, fire, or mold, it can be very stressful. So, the opportunity is simply to put ourselves in the customer’s shoes and treat them as we would want to be treated. We understand how helpful it is for customers to feel involved and informed every step of the way. So, our difference is a commitment to provide communication that’s every bit as good as our restoration.
We refer to ourselves as “The Fresh Start Company” because it is our special privilege to be able to provide a fresh start to customers after a disaster as well as to franchisees wanting to create a new chapter of life. From that mindset, we embrace an open-door policy to encourage our franchisees and team members to voice their opinions, which enables us to offer support and provide the necessary tools they need to succeed.
Throughout the COVID-19 (coronavirus) pandemic, while many businesses were operating remotely, our teams were adapting to the new needs of our customers and providing essential sanitation services to combat the virus. This is just one of the ways we put our “Fresh Start” culture into practice. We thoroughly believe that providing a fresh start after a troubling situation makes all the difference.
You are a successful business leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?
The character traits that I feel have influenced me in my life the most are the following:
1. Determination
2. Persistence
3. Consistency
Throughout my personal and professional life, I have encountered many moments of uncertainty that have required much determination to get through. Determination, persistence, and consistency are three of the best traits any leader can display to be successful. I believe being persistent and showing up every day with the right attitude will take you far in life — and in business.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
As CEO, I have learned you have to do what is best for the employee and for your teams, and sometimes that can be a difficult choice to make. I remember when I was in charge of the marketing team, I made the decision to let an employee go who was naturally good at her duties but didn’t get along with anyone else on the team. Maybe another manager wouldn’t have done that, but to me, comradery, teamwork, and morale are vital to creating a collaborative work atmosphere. It is a leader’s job to make sure the employees are working in an environment where everyone feels equal and respected.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?
A great C-Level executive’s main goal should always be to help people grow. Supporting your employees and having the right people in the right place is what makes a difference.
What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?
Sometimes the way people perceive C-suite executives is a myth in itself. Many times, people feel intimidated to communicate with a CEO or they’ll put them on a pedestal, and that kind of power imbalance can be harmful.
When I first became CEO, I felt like nothing had changed because I was still Miri, and the people who I have worked with for years knew I was still the same person. This is why I think it’s so important to have open flow of communication with everyone at the company. I feel confident in saying that my team members can comfortably reach out to me and connect with me on a personal level. It can be intimidating to engage with the C-suite executives at any company, but I encourage employees to consider that those executives are people, too and they want to hear what you have to say.
What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?
One of the biggest mistakes a leader can make is to overlook the people they work with. Caring about your employees on both a personal and a professional level is the best way to set your team up for success. People are more than their jobs and their personal contributions to a company. At 911 Restoration, we do everything we can to make sure our team members are taken care of and feel appreciated in their roles.
In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?
Echoing my previous response, I think companies sometimes underestimate the value of connecting with their customers and employees on a personal level. Not only do we provide a “Fresh Start” to hundreds of customers every day — we also take care of our employees as they deal with life’s twists and turns.
Through our Fresh Start Foundation, we give back as a franchisor not only our local community, but to our employees as well. We are committed to ensuring our employees have the resources they need to be successful in their personal lives, and that is something we are very proud of.
Ok super. Here is the main question of our interview. What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”?
Emotional intelligence — This is the most important one. About 93% of communication is non-verbal. Being able to connect with others and be mindful of emotions is one of the most important skills a leader can possess.
Empathy — Leaders need to be empathetic. If you are leading people, you need to be able to see things from different perspectives, especially working in an industry like restoration. Treating delicate situations with the care they deserve requires empathy.
Transparency — In our industry, transparency is very important. Transparency builds trust and lets your customers and your employees know they can count on you.
Honesty — A good leader will always be honest.
Execution — Results are important. A good leader will be able to balance the emotional intelligence, the empathy, transparency, and honesty that are required to be an effective leader, and will still maintain a productive attitude to get things done.
In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?
As the “Fresh Start Company,” our priority is to make sure our customers come out of their home service feeling like they are starting a new chapter. We understand that property damage in the home upends people’s lives, and it’s not always an easy fix. That’s why we take so much care in what we do.
Practicing clear, consistent communication and caring for your employees is always the first step. A great work culture is one where employees and customers feel proud to be associated with your company.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
I would love to see unity in this world — setting egos aside and connecting with each other on a human level. Unity is something I value deeply.
How can our readers further follow you online?
You may follow us on Facebook and Instagram @911Restoration, and you can connect with us on our LinkedIn page.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Douglas E. Noll, JD, MA was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes his calling at many levels. He is an award-winning author, teacher, and trainer. He is a highly experienced mediator. Doug’s work carries him from international work to helping people resolve deep interpersonal and ideological conflicts. Doug teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less. With Laurel Kaufer, Doug founded Prison of Peace in 2009. The Prison of Peace project trains life and long terms incarcerated people to be powerful peacemakers and mediators. He has been deeply moved by inmates who have learned and applied deep, empathic listening skills, leadership skills, and problem-solving skills to reduce violence in their prison communities. Their dedication to learning, improving, and serving their communities motivates him to expand the principles of Prison of Peace so that every human wanting to learn the skills of peace may do so. Doug’s awards include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, National Academy of Distinguished Neutrals Neutral of the Year. His four books have won a number of awards and commendations. Doug’s podcast, Listen With Leaders, is now accepting guests. Click on this link to learn more and apply.
