Lead Cleaner Guide to leading other cleaners
This is probably the most nuanced part of the Lead Cleaner Role. Communicating with employees will require a balance of courage, clarity and kindness. I’m not going to lie, some days are hard. But the more we stick to the Sparklean standard, and hold others accountable, the easier things will be, and the stronger our team will be.
“CORRECTION ISN’T CRUEL. SILENCE IS.”
Caring about people enough to not leave them stuck. We can’t hesitate, sugarcoat, delay or avoid.
One of the professional development resources that Sparklean uses outlines coaching using the 5 following tools (not linear steps). “These are not steps to work through in order. Think of them as tools in a toolbox — you pull out the one the situation calls for. The key is discernment, not default.
Training & Teaching – Walking with someone closely as they learn something new. It’s hands-on, patient, and proactive. “Let me show you how to do this.”
One-Degree Corrections – Small, in-the-moment nudges when something’s slightly off. These are brief and gentle. “Hey, let’s tweak that next time.”
Verbal Warnings – A documented conversation when a concerning pattern has emerged. This is serious and clear, but still hopeful. “This is a verbal warning.”
Written Warnings – A formal correction that outlines expectations, consequences, and a timeline for change. “Here’s what needs to happen, by when.”
911 Warnings – A final, immediate warning when trust is broken or alignment is severely off. The expectation is urgent and non-negotiable. ‘This must change now — or we can’t move forward.’”
As a Lead Cleaner, you’ll be responsible for ONE-DEGREE CORRECTIONS. And for letting managers know when those corrections are not enough and warnings are needed.
“People don’t need more instructions. They need more reminders. And they need us close.”
Effective coaching is consistent. “Coaching is repeating what matters most — not because they’re not listening, but because they’re still learning.”
“When correction is casual or undocumented, team members don’t feel the gravity — and the culture suffers quietly. Clarity is kindness.”
One of the other professional development resources we follow came up with 7 short phrases that help in gaining understanding and increasing “buy in.”
“I’ve come up with a working list of seven phrases that seem to generate exponentially higher levels of understanding and buy-in. These words and phrases have a way of signaling value and alignment with listeners/readers:
So that. This phrase, or simply “so,” implies a benefit, consequence or impact of what’s being said. Using “so that” early in a conversation, presentation, meeting or correspondence sends the message that this matters and is worth paying attention to. You might say, “I’d like to have a conversation about some process improvement ideas so that we can improve quality and reduce costs.”
Could we. This is an invitational phrase that encourages dialogue, collaboration and exploration. Using the inclusive pronoun “we” suggests partnership and shared effort along with some deference to the priorities of others. Saying this early in a meeting can open up communication. For instance, “Could we discuss ideas for using AI to accelerate completion of these tasks?”
Say more. If dialogue hasn’t opened up, it’s often useful to get others thinking deeper, more broadly and more personally about the topic. While it’s easiest to keep a conversation transactional (discussing the problem/solution, the issue/resolution, the request/fulfillment), asking people to discuss the broader context, the deeper “why behind the what” and the personal motivations for change accelerate their understanding and buy-in. You might generate this level of conversation with something like, “Say more about how that impacts you personally,” or “Say more about the downstream effects of this.”
You’d mentioned. This is actually my favorite phrase in interpersonal influence (or some version of it). “You’d mentioned” signals a few things. It says: I heard you, I remembered what you said and what I’m explaining is relevant to you. You might say, “You’d mentioned that you’re frustrated with the production delays. What I’m recommending should address that.”
For example. Evidence makes your explanations, information and perspectives more relatable, understandable, compelling, credible and memorable. Furthermore, diversifying forms of evidence engages others in your message. Tell a story, give an analogy, provide a statistic, say who else says so besides you. The more you say things like, “For example, we’ve seen this process increase productivity in the XYZ facility,” the more you’ll illustrate and substantiate your ideas.
Let’s. This is another inclusive phrase that implies collaboration and connection. On top of that, it usually suggests forward movement. “Let’s address this in our all-hands meeting as a next step.”
That’s important. When someone pushes back on your ideas, avoid the temptation to argue or acquiesce too quickly. Productive conflict is an essential part of gaining understanding and buy-in. In fact, skeptics are among those who will be most likely to ultimately champion and mobilize your efforts. When someone offers opposition, say something like, “That’s an important perspective,” or “That’s important to discuss.” Using this phrase sends the message that you’re open to opposition and ready to work through differing perspectives to arrive at the best conclusion.
Each of these phrases can be re-worded so that they fit your personality, culture and circumstances. They can also be modified in order to not sound overly repetitive. Ultimately, though, they each advance understanding and buy-in for greater influence.
Let’s remember the advice from that skilled leader: It isn’t as much the content of your message as it is the way you say it.”
There are going to be instances when you’ll have to guide your teammates about increasing their speed, increasing their details, conversing appropriately inside a client’s home, finding something to do until the end of the time scheduled, remembering to gather all of the supplies at pick up, not forgetting anything at a client’s home, etc.
If you feel nervous about having uncomfortable conversations, please use the following formula for crafting your communication -
1) Share your intentions and develop trust “I want to share something with you so that you can really succeed here,”
2) Share the facts and the actual expectations “the kitchen sink still has some grime in the drain. The Sparklean standard is that sinks are completely polished and I know we can get this one really shiny”
3) Ask an open ended question that transfers accountability “Can I show you how I do it? Or would you like to try it again and I’ll come check?”
4) Explain what will happen next - what accountability will look like “I’ll double check it again before we leave”
5) Clarify. “I want to make sure you know exactly what’s expected in the future. Do you have any questions?”
Please contact Katie or Sara if you want to talk through any specific situations and how to handle them. We’re here to help!