Four Principles Cleaning Contracts can use to Promote Performance

Before stepping into the contract cleaning world, I spent several years in healthcare as a medical practice administrator. Back then, one book seemed to be on every leader’s desk: “Hardwiring Excellence” by Quint Studer. It wasn’t flashy, but its modest principles worked.  

I recently came across my old copy while unpacking boxes after a move and flipped through the notes I made the first time I read it. It made me wonder—could any of this apply to our industry? The answer is yes, and more than I expected. 

Here are four simple principles from “Hardwiring Excellence” that translate surprisingly well to the work we do in this industry. 

1. Rounding for Outcomes 
In healthcare, rounding means leaders intentionally check in with staff and patients to build trust, catch issues early, and offer recognition. In our field, that looks like visiting customer sites, asking quality questions, listening without defending, and acting on what you hear. You don’t need a white coat—just show up, stay present, and follow through. 

2. Standardizing Best Practices 
Hospitals thrive on process. We don’t need to be quite as rigid, but there’s real value in defining the “right way” to do things—how to clean a restroom, stock a janitor’s closet, or respond to a customer’s request. When the process is clear, results are more consistent and easier to coach. 

3. Key Words at Key Times 
In healthcare, this means using consistent language to build confidence with patients, visitors, and team members. In the BSC world, a simple “Thanks for letting us know—we’ll take care of that today,” can reset the tone of a tense customer conversation. Teaching our teams to respond with clarity and empathy—especially when we’ve dropped the ball—is one of the most useful tools we can provide. 

4. Recognize and Reinforce 
Encouragement shouldn’t be accidental. In an industry where most of the work happens after hours or behind the scenes, noticing and appreciating our team matters. A quick callout in a huddle, a text, or a handwritten note are small actions that go a long way. I don’t know a single person that doesn’t like hearing, “Nice work.” 

Studer calls these principles hardwiring: putting structure behind the culture we say we want. It’s about turning good leadership intentions into repeatable habits. When we hardwire the right behaviors, we don’t just hope for excellence; we create conditions where excellence becomes the norm. 

Jeff Carmon, CBSE, is the Business Development Director at Frantz Building Services. He is also a consultant, content creator, and speaker for Elite BSC, which provides resources and educations for like-minded BSCs.