Tugboat Institute Summit 2023: Celebrating Ten Years
Ten years. Ten extraordinary years. Last week, in Sun Valley, Idaho, Tugboat Institute® members gathered to celebrate ten years of Tugboat Institute and the Evergreen® movement. Our week together week gave us the opportunity to pause and reflect on what we, as a community, have built together in this time. It was powerful, thought-provoking, and joyous; we have an enormous amount to celebrate.
As we always do when we gather, first and foremost, we learned together. The 18 Tugboat talks that were shared covered topics that touched both the philosophical and logistical ways we lead as well as the personal and family issues that are equally critical to our success. It was a lot to process in a short amount of time and we will be unpacking the profound wisdom that all our speakers shared for quite some time.
On the occasion of our ten-year anniversary, our founder and CEO, Dave Whorton, kicked the week off with a talk entitled On Time. He invited us to consider both the relatively short and incredibly long timeframe of our world and of humanity. In this context, he discussed the strategic advantage for Evergreen companies of their inherent, long-term view that is wholly unique to them. This long-term view that can easily span decades enables Evergreen businesses to 1) compound the growth of not only their capital but their people, culture, brands, innovations, and know-how for decades and generations, 2) avoid net zero-sum games that are endemic to VC backed, PE owned and public companies, and 3) have a higher consciousness in their relationships, including public expressions of love for their colleagues and customers.
Our slate of speakers was a fabulous mix of Tugboat members and wonderful friends and supporters of Tugboat, both old and new. On the first day of talks, member speakers included Mac Harman, of Balsam Brands, who is one of Tugboat’s very first members, John Montgomery, of Bridgeway Capital Management, Jeff Cook, of ARCO, Allen Serfas, of Assistance Home Care, and Katie Hopkins, of Truck Centers Inc. Mac and Jeff spoke about their journeys from founding to building their companies as well as the Evergreen mindset that guided them and that has proven to be their greatest strategic advantage. John spoke inspiringly about the work Bridgeway’s foundation has done toward ending genocide worldwide. Allen spoke about a problem we almost face at some time – talking to our aging parents about care. And Katie shared her learnings about the advantages of partnership with one of their most important suppliers. These member speakers were joined by Madeline Levine, a practicing psychologist, author, and founder of Challenge Success, Peter Boumgarden, PhD, a professor at Washington University’s Olin Business School, Stephen M. R. Covey, author of The Speed of Trust and Trust & Inspire, and renowned artist Phil Hansen. Madeline and Phil are a longtime friends and supporters of Tugboat and the Evergreen movement. Madeline spoke about the importance and challenge of fostering resilience in young people, whether family or colleagues, while Phil inspired us to consider constraints as a source of creativity and to avoid self-limiting beliefs. Peter offered a framework and tools to improve productivity and efficiency as we organize our precious time. And Stephen M.R. Covey spoke about the style of leadership – trust and inspire – that aligns with the Evergreen mindset and that will be key to success in the modern age.
On the second day of talks, we again welcomed both member speakers and speakers who joined us from a variety of areas of expertise. Member speakers included Ben MacAskill of Awesome, Carrie Van Winkle Greener of Pappy & Company, Oscar Gonzalez of Northgate Markets, Val Hollingsworth of Hollingsworth & Vose, Mel Gravely of TriVersity Construction, John Gavan of KPFF, and John Garrett of Community Impact. Ben shared the work his company has been doing, in partnership with the Library of Congress and others, to preserve historic photographs. Carrie, Val, and Oscar shared different aspects of their experiences growing up and working in and alongside their family businesses, including expanding the brand reach of the company, innovating for the long term, and lifting up their families and their communities over generations. And Mel, John, and John came together for a powerful panel discussion about the steps they are taking in their own spheres of influence to advance the conversation about the rights gaps and how we can build our individual awareness and take action toward elevating all races in our work. These members were joined by Jim Gilmore, co-author of The Experience Economy, Dr. Allan Mishra, Founder of DareToBeVital and a leading orthopedic surgeon at Stanford University Medical Center, and, in a pre-recorded talk, Howard Behar, former President and Director of Starbucks and a longtime friend and supporter of Tugboat. Jim invited us to consider what business we are really in, as we consider how today’s economy has evolved from the early days of human industry. Howard shared two stories, of two Jims, that illustrate the power and importance of putting People First. And Allan invited us to consider how to make the best use of our time on this earth, and to feel energized and vital in our lives.
Needless to say, the talks inspired us, provoked new ideas, and sparked conversations amongst us that will continue to evolve for a long time. The profound depth and variety of wisdom within our community continues to define and underscore the powerful magic that happens when Evergreen leaders gather. The atmosphere of vulnerability and authenticity that emerges when Evergreen leaders gather allowed us all to have real, authentic conversations that help us understand and help each other.
Outside of the incredible learning this week provided us all, it also afforded us the opportunity to celebrate. We celebrated old friendships, we celebrated new connections, we celebrated a group art project that left many moved, and we celebrated the beauty and the magic of Sun Valley.
After 10 years of serving Evergreen companies, we are confident in the future, given what we know about these largely unseen and underappreciated Evergreen companies and their leaders and owners. They deserved the celebration, and our team did, too.
Supporting Community and Business Through One People First Initiative
The story I want to share with you today starts with the convergence of two separate stories, that happened to intersect at just the right time. One is the story of the evolution of my company, Refined Technologies Inc (RTI), and the other my introduction, through a friend, to a sector of society that needs attention. Both stories are grounded in the People First mindset that I try to bring not only to my work, but to my life in general.
First, a bit about RTI. RTI is an oil and gas service business. We go into refineries, petrochemical plants, and other hydrocarbon producing facilities and we help them clean their equipment when it is time for turnaround and maintenance. RTI has evolved over the years. Initially, we were a chemical business; we sold chemicals to the refineries who used them to do the cleaning themselves. Then we saw an opportunity, and we became a service business; we started bringing in our own teams to do the cleaning for them. When companies shut down part of a refinery to clean the equipment, they can’t just shut down production, so our clients were having to bring in temporary facilities to keep the work going while the cleaning was taking place. Finding temporary facilities is complicated, and our clients did their best–with uneven results. It’s important to do this work right, or it can become a safety issue. Eventually, we perceived an opportunity and a need to rent and install the temporary facilities ourselves. In this newest phase of our business, we have evolved from a light asset business to a heavy asset business, so in addition to the cleaning work that we continue to do, we now need to store, maintain, track, certify, and inventory all our equipment. Our team is growing quickly, and like many of you, we are finding it challenging to fill all our open positions in today’s labor market.
As all this was happening at RTI, I became involved in an initiative that a friend had started in Kansas that has to do with fair-wage work for incarcerated people. I was inspired by the work they were doing to support this marginalized population, so I got involved in a prison reentry ministry. The essence of this work aims to solve the enormous challenges incarcerated people face as they reenter society. They are at a massive disadvantage.
In Harris County, Texas, which is the Houston area, there are approximately 15,000 men and women released from state prison each year. That’s in just one county. This does not include federal prisons, so the true numbers are staggering. As I got involved in this work, I learned that there were organizations doing a variety of reentry services, but those organizations were not able to offer enough services to even come close to meeting the demand.
In Harris County, when prisoners are released, they are dropped at the Greyhound bus station, given $50, and told not to recidivate. The odds are stacked against them, to say the least. In 2017, with a group of friends, we started a nonprofit that provided reentry services. We named the organization CrossWalk Center, positioning ourselves as a metaphorical crosswalk, looking to help formerly incarcerated individuals get from one side to the other safely. It immediately became obvious that in order to make the transition back to society successfully, you need housing, you need support, and you need employment, so that was our focus.
As I was working on CrossWalk, at RTI, we were growing. We had just started this maintenance business and needed a lot of people to maintain the equipment we had acquired. Unemployment in Texas was, and still is, very low. It’s reported at 3%, but in reality, it’s essentially zero. We were struggling to find employees for the new jobs we had created. We had a revolving door of temporary employees, coming in, working for a while, and then failing drug tests and leaving. We were trying to run a business that was safe and reliable. It wasn’t working. It finally occurred to me that maybe my work with CrossWalk could intersect with my work at RTI.
I sat down one day and talked with one of our supervisors in the maintenance department and asked if he would consider hiring ex-offenders. He had recently been ordained a minister and he said, absolutely. So, in January of 2018, we hired our first CrossWalk guy – Smitty. Smitty was 51 years old and had done 25 years in prison. He wanted to work. To say that the experience was a success is an understatement; Smitty is still on our team today, and now works as a supervisor.
Since bringing Smitty on board we have learned a lot. We didn’t get it all right from day one, but we are doing it with consistency and repetition now. Today, we have about 40 team members who have come through this program. Many, though not all of them, have become involved in a ministry program. That is not a necessary part of it, but we have found that it is necessary that they find some higher reason for living. Whether it’s God or family or something else, it’s about making the decision to change your life.
Aside from being able to offer an important opportunity to these individuals, we have also seen great results from a business standpoint. This has become an invaluable addition to our business and created an aligned and differentiated culture and team. Our turnover rate is less than 10%, and we’ve been able to successfully grow and scale this new arm of our business.
We are working with local businesses now, trying to help other employers implement programs like ours. Together, we hope to find jobs for 500 formerly incarcerated individuals in the greater Houston area this year. There’s a process to follow and education is a big part of the conversations we have with these other Houston businesses. You can’t just go down to the bus station and start hiring people. It works best when you work with a partner organization, whether it’s a ministry or not, who can educate and support this population. Partner organizations help with a robust interview process that helps you select the people who are most likely to have success, stay clean, and be dedicated employees. It’s a work in progress, but it’s growing, and we are thrilled.
Today, I am a major advocate for second-chance employers. What started out as a ministry passion project has opened my eyes to a big problem in society. We are facing a huge hiring crisis, in the $20/hour jobs as much as the more executive level jobs across the country. At the same time, there are 19 million people with felony records in the US. The unemployment rate for ex-felons, unlike 3% for everyone else, is somewhere around 45%. There is no reason to believe that is going to improve anytime soon. Why shouldn’t we try to solve both problems at once? Solving the problem of how to help ex-offenders can become a real solution to a business problem. We took a calculated risk, and it’s been a great success.
If I have one piece of advice for the Tugboat Institute® community that I have learned from this experience, it’s this: if you are interested in being in business for the long term and you care about your communities, which I know you do, why wouldn’t you consider this as a possible solution to both your problem and to a growing problem in our society? It has huge potential to be a win-win for everyone.
Don’t Assume They Know!
As I began working with several Tugboat Institute® members over the past year, I saw a pattern. Even the best run Evergreen® companies experience the same challenge: the need to routinely and clearly speak their Purpose and plan deep into their organizations.
Failing to deeply and clearly communicate is one of the most common opportunities for improvement from among the 50 growth practices covered in the Tugboat Evergreen Growth Training Series. Left unaddressed for long periods, this communication deficiency can significantly hinder organizational performance, eat away profits, and undermine the firm’s long-term full-growth potential.
Each day employees throughout the organization, down to the lowest levels, are required to make decisions. Many of those decisions require deviating from normal standard operating procedures, if there are any, and applying a bit of creative experimentation. A customer has a unique problem, a package needs special handling, there may be a better way to execute an important task. The CEO or President needs to be certain that when employees take such initiative, their actions and desired results are highly consistent with what their Evergreen company is striving to achieve and aligned with its Purpose and growth plan. Otherwise, employees are likely to make decisions and take risks that are not in the best interest of the enterprise. This causes entropy, which essentially means sub-optimal efficiency created by a significant variation between what is being done and what you want done for the long-run good of the firm. This can, in turn, destroy productivity, waste resources, and shrink margins.
The good news is that addressing this critical issue is fairly straightforward. Evergreen companies must focus on the core components of effective communication: clarity, frequency, and reach. The Purpose and plan must be clear, easily understood, and consistently reiterated to embed them into the collective memory. It is not enough for the Purpose to be hung on the walls and printed on t-shirts, although that might be a start. Purpose and plan, need to be discussed everywhere: annual meetings, team meetings, strategy offsites, the newsletters that go out, holiday events, etc. Remind, remind, and remind again. And they don’t just need to know what they are; they also need examples of what they look like in action, or how they play out in the activity of the team. From the first hour a new employee goes through on-boarding, they need to be enculturated with Purpose, and they must be reminded over and over throughout their working tenure with the company. These consistent and repetitive interactions cascade the message from the leadership team down to the lowest level employees.
Fortunately, implementing effective communication strategies does not require exorbitant financial investments. The primary costs are time and attention, particularly at higher levels of the organization. If your Evergreen company is small, this is the place to start. The potential returns on this investment are substantial.
To further enhance communication efforts, for Evergreen companies that are larger and have the means, hiring an experienced and dedicated specialist can be a prudent move. This individual would be responsible for managing and ensuring the consistent dissemination of these critical messages throughout the organization, thereby maximizing their impact. This step can set you on your way to removing one of the obstacles that stands between you and optimized Paced Growth.
The significance of effective communication in an Evergreen organization cannot be overstated. It bridges the gap between the executive leadership team's strategic decisions and the decentralized implementation of those decisions throughout the company. By clearly articulating the company's Purpose, as well as the growth plan, and continuously reinforcing them through conversation, companies can mitigate entropy, enhance productivity, safeguard margins, and significantly increase their odds of long term, profitable growth.
Is this a problem in your organization? Take the first step to find out; look outside of the leadership team and evaluate how well your Purpose is understood and brought to life by every member of your organization. Recognizing the importance of effective communication is critical to unlocking the full potential of Paced Growth, and fostering a culture of shared Purpose.
The Strategic Advantage of Evergreens in Making Acquisitions
Harbor Foods was founded by my great-grandfather 100 years ago. We are an independent food distributor primarily servicing 6,000 restaurants and convenience stores up and down the West Coast. Today, we have about 1,200 employees in multiple locations, and we are growing both the geographies we serve and the size and complexity of our company. As the fourth-generation leader of Harbor, I feel that it is my task to look toward the next 100 years; what do we need to do now to ensure that we are in a strong position to endure?
At Harbor, we have employed many strategies to grow, evolve, and expand our business. Organic growth is an important strategy for us, in places where we have the capacity to grow. We are also working to grow in terms of capital investment; we buy new facilities when possible, which we then lease back to the business. Our investment in real estate assets helps us diversify and strengthen our company. But perhaps the most significant and effective way we have and can continue to grow is through acquisitions. In large part, this is a great fit for a company like ours because the structures we need for new territories and markets – including experienced team members, trucks, distribution centers, and customers already in place. Our culture of being an Evergreen® company in an industry built by families and independent entrepreneurs gives us a strategic advantage in acquiring other like-minded family companies.
To understand why this is so, it is first necessary to understand the food distribution industry. It is relatively small, and although there have been a few giants in our space for a long time now, including Sysco and US Foods, many in the industry are independent and family owned, like we are. Over the years, it has not been unusual for independent regional companies like ours to come together to form share groups and buying groups, and to learn from each other. Sometimes we even team up to serve customers with a national or international geographic footprint. Brands like Subway are a great example of this; we serve them in Washington, while another independent distributor might serve them in Florida, and we align our model to provide national distribution with the service of a local family business. As a result of the collaborative nature of our space, my great-grandfather, my grandfather, my father, and now I have built strong relationships with companies who might be our competitors in some ways, but who are mostly friends.
Although I joined Tugboat Institute® recently, we have always been deeply Evergreen. The way we run our company is rooted in caring for our people and the communities we serve. Although not every family business is run this way, it is not uncommon, and we share values with many of the other small food-distribution business leaders we have connected with over the years. They know us, we know them, and we trust each other.
Despite this shared long-term, Evergreen orientation, there are times when one of the companies in our space decides to sell. Usually, they come to a point where the next generation doesn’t want to take over the business, so the owner is forced into a position where they have to sell, even if they don’t want to. When those owners look at their options, we are an attractive possibility. A few go into ESOPs, but we compare very favorably to the big, public companies that are also looking to acquire. They like the possibility of selling to us for a few reasons.
First, we are Evergreen, independent, and family-owned, which feels a lot more like what they’re used to. Second, our focus on people, on creating great workplaces, and on culture helps them feel good about selling their business too, because they care about their employees and want them to be in good hands. Finally, even though sometimes the public companies are offering more money, most owners in this position decided long ago that money was not their absolute top priority. They know that if they sell to Sysco or US Foods, they might just shut down their little company, flip the customers into an existing operation, and dissolve the culture completely. It means more to these owners to sell to a company who is going to preserve their legacy rather than just to the highest bidder. This is not true of every seller of course, but for the ones who have run their businesses in an Evergreen way themselves, they are often willing to make it possible for us to acquire them, even if that means selling at a discount in terms of multiples of EBITDA or helping finance the acquisition.
In November, we acquired a company in Modesto, California. They were a fourth-generation business like us and had just reached 101 years. Their culture was built on the Evergreen principles. We became the new owners of MTC Distributing, yet they remained a 100+ year old family business – an Evergreen company. Interestingly, the messaging around our Evergreen culture and mindset as a reason to sell to us came not just from me, but also from the owner we bought the company from. I have known him for about 15 years, and over that time, we have spent time building a relationship with one another. I felt like he thought of me as his own son, taking over the family business.
Our Evergreen strategic advantage in making acquisitions occasionally extends beyond the world of the small, family businesses. In 2019, we bought the Seattle branch of Food Services of America. They were on track to be acquired by US Foods, but the Federal Trade Commission (FTC) stepped in and required that some of their branches be divested, to prevent them from completely dominating the markets. We put in a bid, which is more formal than the process we normally follow for acquisitions, and we were competing with the giants. The FTC was very involved in the sale, and we got to fly back to Washington DC and present our plan to a committee at the Trade Commission. They loved our story. They saw that we were going to create jobs, take care of people, and improve our communities. The FTC got final approval of the buyer for this deal, and they chose us, which was an incredible affirmation of the Evergreen mindset, even in the eyes of the FTC. I have to say that I have felt way better about the FTC’s involvement in deals since this experience.
As I look to the future, I am happy that our experiences making acquisitions are proving effective. I expect that this will remain a leading strategy for Harbor as we set the foundation for our next 100 years. I am even more pleased that this experience affirms our commitment to doing things the right way, putting People First and taking care of our communities. As my fellow Evergreen leaders know, the markets do not always, in the short term, reward those who elect to follow a path grounded in values. But for the Evergreen leader, doing things the right way is the path to long term success.
When What Got You Here Won’t Get You There
I know many of you in the Tugboat Institute® community are familiar with Doug Tatum’s No Man’s Land. For those who are not, here is a brief explanation.
As companies move to scale, they almost universally reach a place where they become “too big to be small, and too small to be big,” often between 150 and 200 employees. To survive, they need to take the leap and build toward becoming a larger, more complex organization. To do this, they must build the structures to support this new version of themselves. This is expensive, and further complicated by the fact that the investment is required before the new systems and processes can start generating the revenue and profit that will support them. Especially for an Evergreen® company that is committed to growing from its own fuel and not taking on outside investors, this can feel like a leap of faith.
I think about reaching No Man’s Land like this– it’s when you get to the point where, what got you here, won’t get you there. In 2018, we unknowingly found ourselves deep in No Man’s Land in a rapidly deteriorating business; the faster we grew, the faster we lost money. We were completely unprepared.
By 2018, Northland Controls, which supplies commercial security systems and solutions, had already been in the midst of No Man’s Land for two years, but far too busy to realize we were in trouble. In fact, we kept doubling down on what got us here. Superficially, our customers were the Who’s Who of Silicon Valley and we were growing. Under the hood, our employees were stressed, our quality was deteriorating, we were missing deadlines, our bank was nervous, and our best customer called to ask what was going on.
The response from my team? “Don’t worry, we’ve got this.” But we didn’t have this at all.
In the short-term, we focused on what we knew– working hard and executing flawlessly. Our tactics were our strategy. It was enough to stop the bleeding and buy us some time, but it did not get us out of the inflection point. Fortunately, I had long ago put together a board of outsiders to advise me. My board, having a more objective perspective, took a stand. It was time to make some changes.
As I considered what would be required for us to make these changes, the reality that what got us here would not get us there was impossible to ignore. The most challenging part was taking a hard look at my team and understanding that, although we couldn’t have built Northland to where it was without certain key players, those same key players were not the ones who could lead us into our future. I had to let go of some very senior people, who had become friends and to whom I owed a great deal. I lost sleep over the decision, and it was as difficult as I imagined, but as soon as it was done, I knew it was the right move.
We began implementing our plans in 2019 and were thrilled to see positive results by June and July. Serendipitously, in June of 2019, I had the good fortune of seeing Doug Tatum speak at Tugboat Institute Summit. He gave me the courage and the understanding to push through with the moves we had been making with confidence. To have language for what we were experiencing was an immense help and a relief. We began adding the extra layers we had planned for, we implemented much needed processes and policies, we were growing again, and we were starting to see profits move toward a place where we could, once again, fully support our team, our plans, and our activity. By December 2019, we had definitively broken out of No Man’s Land. We were thrilled!
And then, in March of 2020, Silicon Valley, our customer base, and the rest of the world, shut down. We work in the commercial real-estate space; with people no longer going to offices, no one was installing security. We were right back in No Man’s Land. This hit us hard, but as an Evergreen company committed to taking care of its people, we made the commitment to hunker down and preserve the team.
Our industry was slow to recover. For 18 months, people largely continued to work from home and our customers remained conservative and quiet. Despite our commitment to keeping our team whole, we did eventually have to lay off a small number of people, which was painful and felt like a setback. Nonetheless, we knew we were back in No Man’s Land, and we had no choice.
The second time through No Man’s Land was easier; we had a greater awareness of what it meant, and we were able to rely on the tactics we used a few years earlier. Entering into 2022, we decided to invest in “overhead” functions so that we could step up to the next level and build a buffer between us and No Man’s Land. Thanks to our careful management of cash throughout the pandemic, we were able to grit our teeth and invest $4 million in uncovered overhead. We invested in sales and marketing, continuous business improvement, HR, finance, and IT teams. We added extra layers of operational management so we could scale the people who were doing the work. And it worked; we had a great year, going from 250 people generating $78M in 2021 to 310 people doing $95M in 2022. This despite losing $2M as a result of the uncovered overhead investments. Our people and customers were happy, we were working through supply chain issues and our customer base being in a recession (the high-tech world), and we had the capacity to keep growing without stressing our employees and infrastructure going forward. We made it through No Man’s Land– again!
As I look back on our growth over the past four years, I am encouraged by the numbers. We started our first push through No Man’s Land with about 250 people. We maintained at 250 as we held tight through the pandemic. Today, despite our recent layoffs, we are a team of 300, we have absorbed the uncovered overhead costs, we are performing better than ever, and we are focusing on profitability and cash reserves.
This journey out of No Man’s Land is hard. After having been through it twice, I understand why people sell their businesses. It’s hard work, it’s a big responsibility, and a founder may worry, like I did, that they may not be qualified to take it to the next step. Why risk losing everything – again – when the alternative is selling and being able to tell yourself that someone with the funds to make the leap and who promises to maintain the culture is now in control? It’s an easy narrative to assuage the conscience while walking away with a pile of money.
Being part of Tugboat helped us tremendously. It gave our team the language, perspective, vision, and perseverance that allowed us to break through No Man’s Land, twice. When we needed to, we were able to prioritize preserving the company over profits. And our focus on the long term gave us the patience we needed to watch this all come to fruition.
Build Your Own Internal “United Way"
Life is full of surprises, not all of them good ones. If you run a company, you likely have had employees at every level encounter life crises that have temporarily affected their ability to survive, not to mention do their jobs. As a co-founder of a People First company, we wanted our team to find a way to help them, so we did.
When we started JetBlue, for my co-founders and me, a primary objective was to create a company with a culture of caring for its people and customers alike. Every aspect of the company is tied to this value, but one program in particular has contributed powerfully, in both concrete and philosophical ways, to communicating this mission, and that is the JetBlue Crewmember Crisis Fund (JCCF).
The mission of the JCCF is to assist crew members and their immediate families by providing short term support in times of crisis when other resources are not available. We started it 20 years ago, in the very early days of JetBlue when we were still a small company with 100 employees; we wanted it to be in our DNA right from the start. JetBlue made an initial contribution of $10,000 to get it started, and it has grown with us. Today it contains millions of dollars.
The JCCF grows through contributions from the JetBlue team. There are three primary avenues through which these donations come in. The first is direct, regular deductions from payroll. Employees are introduced to the program as early as the recruiting phase, and when they onboard, we hand them the forms to enroll. At the moment, about 53% of the employees, who now number over 26,000, participate in payroll donations to the JCCF. This is the most significant avenue for contributions to the fund.
Another common source of donations is a portion of bonuses. Management in particular has been very generous with this type of donation, which has helped the fund grow significantly. Finally, we have some employees who just cannot afford to give part of their pay, so they participate in fundraising, donating their time to organize events which benefit the fund. Fundraising events are typically organized by groups of employees, although JetBlue has grown large enough to have a fundraising committee now which helps with larger events. But many are still quite small scale.
For example, last year a group of teammates organized an ice cream social. They got a company to donate the ice cream, sold it for two or three times what it cost, and were able to raise over $1000. Another group organized a rooftop social. It was a happy hour, they had raffle prizes, and people paid a certain amount to attend. In addition to raising money for the JCCF, the event provided an opportunity for the team to get together socially and have fun. It’s been too long since we have all been able to get together, so everyone was thrilled by the opportunity. It was a wonderful event and raised over $5000.
You may think, JetBlue is a very large company, and mine is very small–how could I make this effective? Through our work starting and advising companies of all sizes, we can tell you that small companies can absolutely do this too. The strategies may look a little different, but they can be just as effective.
In small companies, alternate strategies are effective, especially in the early days. One powerful possibility is for employees to donate unused vacation days, which then get moved directly into the fund from the accruals. Fundraising can be effective in smaller companies as well. If you are willing to be creative, you can grow a significant fund, even if your team is small. At JetBlue, we ran a year-round raffle, with prizes that included things like spending a day with Don, our CEO, or tickets to sporting events. Small companies can absolutely do this too!
Regardless of your size, there are several important things you must get right as you set this up. Right from the start, your objective and your process must be transparent and extremely clear. First, you get the legal document to set up a 501C, and then you write the rules, clarifying very precisely what specific types of crises are eligible for grants. It’s a charity, so you need to send out an annual report to everyone who participates, so they can see how their contributions are being used.
As you build out the application process, you need to ensure that someone or a small group has administrative oversight of the program, but it’s not complicated – it’s not an add to staff. At JetBlue, an Office Manager has overseen the fund since its inception. Since it has grown so large, she does now spend almost half her time on it, but when it was small, it was much less. Then you establish a board. Today, JetBlue’s JCCF board is 14 members, though we started with just five. They are all A players, they are all respected people whose managers have recommended them, and they come from every area of the company. They meet once a month to review applications, and sometimes convene emergency meetings when there is an urgent need.
For the JCCF, common situations that create a crisis-level need include divorces and crew members who suddenly find themselves single parents responsible for the entirety of their rent or house payment. Natural disasters are also a common cause for crisis-level need. Health issues can also quickly become a crisis in a family.
All requests are reviewed by the JCCF board. The board’s job is to ensure that our process is uniform and fair and that we look at each application through the same lens.
Last year, for example, JetBlue had many crew members who were affected by hurricanes. They lost their homes, or their homes were heavily damaged. It was a year of high need; we received a total of 580 applications for funding, and we were able to grant 373, or 64% of them. That year we gave out $1.3M in grants, but we had actually collected $1.67M. In addition to the regular contributions that many of our team members make, when the crisis hit, many management members stepped up and gave significant amounts, and some board members chose to donate part of their cash comp to the fund. It seems that the generosity of our team always manages to keep up with and even outpace the need – that’s how much everyone cares for our team at JetBlue.
If you do this right and define the criteria carefully, you’ll see that once you have established your program, you are able to fund between 60%-70% of applications. People learn quickly what is appropriate to ask for and what is not.
Since its founding in 2002 the JetBlue Crewmember Crisis Fund has awarded close to $11M in grants. It is clearly important for practical reasons, but it is also an important way JetBlue communicates to the team what kind of a company they are. It’s a core value to take care of their people, and as we built this, we wanted to be sure we communicated and lived that value in everything we did. When you join the team, JetBlue will take care of you.
How We Increase the Odds of Acquisition Success
Burgess & Niple (B&N) is a 111-year-old engineering and architecture firm. Over the years we have done more than a dozen acquisitions. I joined the company in 1997, and as I came up through the ranks and made observations from where I sat, my impression was that many of our acquisitions didn’t take very well. It seemed that the companies we acquired were kept at arm’s length and never really became part of B&N, or it took years for integration to occur. It took me some time to understand it, but it’s clear to me now that the reasons behind these unsatisfactory results could help drive future successes: culture and staff engagement.
As an Evergreen® company, B&N’s culture and values are paramount. Being a professional services firm, we don’t make widgets. Our people are our greatest asset, which is why Talent is one of the top priorities outlined in our Strategic Plan. When I took over my role of President & CEO in 2019, we had not completed an acquisition in a decade. As we prepared for the first acquisition under our new leadership team, we sought to increase our odds of success by focusing on cultural alignment and engaging more staff in the process through what we have termed our “integration partners” program.
It starts when we are vetting a company to see if we think they would be a good fit to acquire. We dig into all the financial details and technical capabilities of course, but we have added another layer to perform a deeper level of cultural due diligence. This starts in a joint Visioning Session with leadership from both firms. We are big fans of Simon Sinek, and in this session, we talk about our Why, our Purpose, and what we can achieve together post-acquisition. We also use a cultural assessment tool that is shared with the new team before we go into the meeting. This tool has 20-30 cultural characteristics that are aggregated into different categories. The B&N team and the leadership at the firm we plan to acquire complete the assessment and then we evaluate cultural compatibility together. This helps us identify where we have the most in common and where the soon-to-be-acquired employees are likely to see and feel the greatest differences.
As we move forward with the acquisition, we start to lay the groundwork for assigning integration partners to reinforce cultural compatibility. Each person in the newly acquired firm is paired up with a B&N employee. Typically, a new employee’s integration partner is someone in a similar role, and often someone who has been through an acquisition as an employee of a company acquired by B&N. We dig into their staff’s resumes and develop a partner list as the first step. The B&N employees are then contacted and asked if they want to support the integration. We have found this is a great way to engage a wider cross-section of the firm in an acquisition and in our broader strategic planning goals.
We coach the B&N employees who agree to help on how the process will work and ask them to introduce themselves within a week or so of announcing the deal. Initially, they have calls about once a month and check in to share a bit about how long they’ve been with B&N, their experiences at the firm–both good and bad–and let their partners know that they are available as a resource. They help them with technical and policy questions, but most important are all the pieces that are not written down, like the cultural norms, and how we speak to and behave with one another. We also use these partners to collect important feedback about the onboarding experience. I, or someone from the leadership team, checks in after a few months have gone by. What is it like to be acquired by B&N? What works well and what needs to be improved? Our hope is that they form a relationship, and while we do not require that they keep it going for a specific amount of time, I know there are some people who still meet quarterly, even three years later, just to check in.
Aside from honoring our culture and improving employee retention, this process helps us become stronger and more competitive. We are a mid-sized engineering firm with 470 employees spread across the country. We are often competing with publicly traded firms with thousands of employees. Our model is made up of a network of small offices, which sometimes have as few as 10 or 20 people. If we want to go after big projects, we need to bring in resources from all around the company to make one big, virtual team that can go head-to-head with our larger competitors. As we onboard the new employees, we encourage the integration partners to pull their partners into projects, which gets everyone working in the trenches together, creates trust, and makes us all feel that we are one team. This has been a highly effective program for accelerating that kind of teamwork and assimilating people into the culture and various projects quickly and effectively.
This is similar in some ways to assigning new employees a mentor, but it’s different because the integration partner is always a peer. It’s not about training; it’s about getting to know someone and helping them find their place at B&N, and then stay on as a significant contributor. It’s important for new employees to have someone who is not a supervisor in this role; new employees do have supervisors and oversight, but this is a different kind of relationship.
Our acquisitions typically range in size from very small–about 10 or so–to upwards of 40 people, so this program does require the investment of some time and attention. Even though so many people are involved, this program is relatively simple and easy to run. It creates so much value that any costs associated are far outweighed by the benefits. Each time we learn more and continue to integrate acquisitions more effectively. It’s been a wonderful tool for strengthening our culture and growing our team and our capabilities in a culturally aligned and Evergreen way.
Onshoring as an Evergreen Strategy
As businesses evolve and market conditions change, we as leaders adapt our strategies, experiment with new initiatives, build and rebuild our structures to maximize opportunities. In recent years, the shifts in the market have been dramatic and have caused us here at DEMA Engineering Company, like so many of you, to adapt and even roll back some initiatives that had seemed so right just a few years earlier. Some of these reversals have caused us to learn powerful lessons about what is right for an Evergreen® company in the long term, regardless of market conditions. Our journey to and from offshoring is a great example of this.
For us, the move toward offshoring started all the way back in the 1980s, when we started exploring some partnerships with companies who made injection molding parts in Taiwan. The reasons were clear; the cost of steel to make the tools and the cost of labor–and therefore the parts themselves–were far less than in the US. It was quickly becoming the case that making the tools necessary for running the injection molding parts, even more than making the parts themselves, was so expensive in the US that very few companies were doing it anymore. We found we had no choice, so we made the smart and obvious move.
This shift was happening on a huge scale, in manufacturing as well as a great many other industries. We chose to work with partners in Taiwan, with brokers who managed our relationships, instead of in China because we found that we were able to establish better relationships and communicate more easily, even though costs were higher there then in mainland China.
All of this became easier, even in China, in the 1990s. With the rise of email, communication became easier and more barriers to doing business in Asia fell. We were able to start doing direct sourcing, in Taiwan especially, and bypass the brokers, thereby reducing our costs even further. I don’t mean to minimize the role of China in all of this; we did and still do buy parts from China. It’s difficult to avoid. But it was not our primary market. For the last 20-25 years, our partnerships with suppliers in Taiwan became the core of our business for bringing in injection molded parts.
For obvious reasons, everything shifted suddenly and almost entirely in 2020. The biggest problem for us, as for so many, was the cost of freight, which had skyrocketed overnight. We went from a 40-foot shipping container costing $3,500 to costing over $28,000. You can imagine how much was dropping straight from the bottom line. Between the freight cost that had skyrocketed and the strikes in the ports, labor shortages, unreliable delivery timeframes, and all the mess we saw around covid, it was no longer workable and was imposing extremely challenging and unpredictable circumstances on our business. Add the price increases worldwide, geo-political challenges, tariffs– the uncertainty became too much. This is what pushed us to start to imagine a change.
As we started to imagine ways to mitigate this series of issues, we faced several challenges. One of the most significant grew out of the fact that, over the last 30 years, because of the situation I have described, production of certain products and processes, especially in injection molding, vacated the US almost entirely. For the molded parts, which were also hard to find, we made the decision to start molding them in the US ourselves, even though the cost was higher. We have done this in several ways.
We are able to source some of the parts right here in Missouri. We have a number of small partners here that we work with locally and we are growing that network. It’s not cheap, but we are saving on freight, and we have regained reliability when it comes to delivery times, which is huge for us. We also acquired a subsidiary company in Pennsylvania in 2006 that does injection molding, and since 2020, we have invested in that too, to help increase production. We are basically buying those parts from ourselves, so that helps mitigate the higher cost there, as we are supporting our own business. When we used to start a new project, we would go to Taiwan to get it going. Now, we are starting our new projects at home. We are carrying less inventory and we are being more strategic about the parts we do still ship from Taiwan, being conscious of the size and nest-ability, so we are shipping containers with less empty space.
All of this has helped us reduce our lead times, reduce the amount of money tied up in inventory, and regain consistency of both pricing and delivery of our products. Eliminating the wild uncertainty we were experiencing has been extremely important. But it’s a process; it will take time to truly complete this shift.
Today, we have brought back about 20% of the product we had been sourcing overseas. This number is going to continue to grow. Especially for new projects, we are bringing the tools themselves that make the parts back onshore, and then we can start making the parts here, in Missouri or in Pennsylvania. For the last three big projects we’ve done, we’ve been able to onshore most of the parts.
We regularly share this onshoring strategy with our largest customers and they are very supportive of these efforts. They also understand the benefits of reducing lead times and gaining predictability. Our business will never be entirely domestically sourced, but more and more is moving back home, and we feel very good about our decision.
I keep the Evergreen 7Ps® principles right here by my desk and I have been thinking about Paced Growth and Private in particular a lot recently. We wouldn’t be able to do this if we weren’t Private; it will take time for the investments we are making, especially in our Pennsylvania company, to yield results and return us to strong profitability. If we had a short-term mentality, we would have to follow the lower prices, like many of our competitors are doing. But we are diversifying and integrating at the same time, which will, in the end, make us a stronger company, better prepared to weather whatever the next 100 years have in store for us.
Taking Employee Training to the Next Level
Not just at my very first job, but at the first few, I had an experience that I figured was normal; I was hired, I arrived to start work, I was shown a few brief basics, and I was left to figure the rest out on my own. Like many other first-time employees, I was lucky if I even got any training. In the best-case scenario, someone took me under their wing and taught me a few things, but for the most part, I was left to my own devices to understand what expectations were, how things worked, and what pitfalls to avoid. When I left the job, any learnings that I took away were the things that I had stopped to consciously consider and understand, all on my own, and which may or may not have been beneficial to my next work experience.
The young employees at Amy’s Ice Creams have an entirely different experience.
Because of the nature of our business, making and selling ice cream, we employ a great many young, part-time employees, many still in high school. We get some folks who stay with us for a long time, but mostly there is high turnover in those employees for obvious and very good reasons – they are preparing to launch their professional lives and scooping ice cream is just the first step on the way to an eventual career.
Our visionary founder, Amy Simmons, decided long before I got here that she wanted these young people to go away with learnings that would benefit them throughout their lives, so she built a culture and a program that ensure this happens.
The foundational piece of this is the requirement that every new employee participate in two classes: Open Book Management(OBM) and Company Culture. To be eligible for raises or promotions, these classes are a must. Before covid, we taught these in person, and each was a few hours long. We have since moved to zoom, but the requirement and the content remain unchanged.
At Amy’s, we practice OBM. Right off the bat this marks a huge difference from any of the places I worked early in my life. For the most part, I had no clue about what was going on in the businesses I worked in. Like many young people in their first jobs, I think I imagined that the company was making lots of money and it was all going straight into the pockets of the rich owners. Period. I had no sense of the nuance and complexity of running a business, from the necessity of accounting for each dollar to the importance of deep, careful planning and execution. About ten years after Amy founded the company, she adopted OBM because she thought it would make us a better company, and because she wanted ALL employees, even the young, part-time ones, to truly get to learn how a company operates from a financial perspective.
In addition to this class, we invite all employees, even those who have been with us for only a week, to attend our quarterly huddle. At the huddle we look at every metric associated with the previous quarter. We review the big questions through the details: what were our targets in our key KPIs? Did we achieve these targets? How did we perform in this area, how about in that one? Where are our opportunities? We explain Capital Expenditures, including refurbishing our stores, buying vehicles for deliveries and catering, new equipment, etc. We decide what to prioritize, and we go through all of that in our huddle. We hope employees will understand key decisions like why we maintain surplus funds and how we allocate profits at the end of it all. Once it’s all said and done, they should walk away with a decent understanding of the fundamentals of business, which they will carry with them wherever they go next. Most of all, we hope they will take away the importance of being very diligent with money, whether in their personal life or in the business.
The second class we require of all new employees is Company Culture. In this class we teach employees about our values, what we believe in, how we treat each other, how we respect each other, and how much we value serving our communities. We hope that the message is clear: to us, this is just as critical to running a successful business as the financials are. At Amy’s, everyone is welcome, no matter who you are. We have no biases or judgements.
Let me give you a personal example that I think illustrates what kind of a culture we are working to create and maintain here at Amy’s. Every year we participate in the Austin City Limits Festival. It’s a huge undertaking for us as a company. For three days, two weekends in a row, we shuttle four crews a day to and from the festival. One year, soon after covid, we were a bit short on staff and our Director of Operations asked if I would drive the van. I did, and it was so much fun that I now do it every year! I love spending that time with the young kids who work for us, talking about their experience, and what’s going on in their lives. Sometimes, at the end of the ride, one of them asks me what I do at Amy’s. They have no idea who I am, and frankly, I think it’s better that way. I don’t need them to know I am the CEO; it might make them uncomfortable and less open and this way it’s just so much fun. This is the culture that Amy has created–we are all important and no one is better than anyone else. I get to benefit from this amazing culture now, and I Iove it.
I have been here for five years and feel incredibly lucky to be part of such a wonderful, People First organization. Amy and I have experienced it as a great privilege to build and steward this exceptional company in partnership with our leadership team. As a team, through discipline, focus, and a shared vision, we have achieved more impressive results than if our leadership was concentrated in just one or a few top executives. This reflects our culture of sharing, and for us, the cultural piece is everything. We are proud to be able to educate our young employees about the fundamentals of business and the importance of counting each M&M and hope they will carry the lessons on finance and on culture forward into their lives. And we are grateful for our cohesive and dynamic leadership team, which has driven the growth, strengthening, and solidifying of the foundation that will serve us into the future, 100 years or more.
Tugboat Institute Gathering of Teams 2023
Last week, we hosted the fourth annual Tugboat Institute® Gathering of Teams. This extraordinary experience was significant in a number of ways. For the first time, we celebrated Gathering of Teams in its fabulous new location, Nashville, Tennessee. It was the first time we were able to host the event 100% in-person since the very first year, in February 2020. Turnout was fantastic; we were thrilled to welcome hundreds of Evergreen® leaders and their teams, from Evergreen companies across a broad range of industries, sizes, geographies, and generations.
Our three days together offered both structured and unstructured opportunities for attendees to connect, learn, explore, and celebrate. Energy was high throughout, as key team members got to engage and share with other leaders from Evergreen companies.
The formal centerpiece of the experience was our six TED-style talks. Two Tugboat Institute members were joined on stage by three distinguished friends of Tugboat and our own resident researcher to share their Evergreen insights into business and life.
Don MacAskill, Co-Founder, CEO, and Chief Geek at Awes.me, which owns the brands SmugMug and Flickr, kicked off the talks by sharing his insights on Pragmatic Innovation. As they built their company in the highly competitive technology industry, they learned powerful lessons about innovating wisely, and not falling into the trap of constantly chasing the wrong, flash-in-the-pan trends.
Ann Rhoades is credited with shifting the way people think about Human Resources. Through her work as Vice President of People at Southwest Airlines, Co-Founder at JetBlue, and now PRES of People Ink, she is largely responsible for establishing the people-centric mindset that a growing number of companies are now adopting. Her profoundly People First perspective has changed the way many business leaders think about how they treat, honor, and support their employees.
Jim Weddle served as Managing Partner at Edward Jones for 13 years, after a long career in the company. One of the most influential clients that he served in his time as a personal Financial Advisor at Edward Jones was Peter Drucker, creator of The Drucker Principles and author of The Effective Executive. In his talk, Jim shared some of Drucker’s important lessons on effective leadership, through the lens of his experiences as a leader at Edward Jones, and he added some of his own hard-earned wisdom as well.
Dr. Gary Kunkle is VP of Consulting Service and Research at Tugboat Institute and has built his current practice on mountains of private company data collected over many years, first as the leader of a company in Rotterdam that advised companies on geographic expansion strategies, and then as a researcher on projects for the states of Pennsylvania and Maryland as he earned his doctorate. In his talk, he addressed some of the most pervasive myths around growth.
McCarthy Holdings, Inc. is led by Chairman & CEO, and Tugboat Institute member Ray Sedey, who delivered a talk about the work he has done at McCarthy to bring about an important culture transformation. When he stepped into leadership, Ray realized that while McCarthy had always been an excellent performer, the culture of the company needed an overhaul. He shared the process they went through to become a healthier, more People First company, and importantly, he connects the shift to concrete and vastly improved results.
Our final speaker was the New York Times bestselling author Daniel Pink. Daniel’s important work includes the widely acclaimed When, To Sell is Human, A Whole New Mind, Drive, and most recently, The Power of Regret. With our ability to accurately predict and forecast even for the near future severely hampered by the increased pace of change in today’s world, Daniel focused on some strategies that will help us shift our perspective and better prepare for the future by doing our best to focus on improving our position, both personally and professionally, today.
Outside of the talks, most of which will be made available through our Evergreen Journal® in the coming months, attendees participated in a variety of smaller group discussions and spent time celebrating together as well. Whether the focus was professional or personal, the centerpiece was intimate and authentic connection.
Beyond the numbers, the less measurable ways in which Gathering of Teams 2023 marked its significance were perhaps the most wonderful and the most important. Being an Evergreen leader in today’s world can be lonely and challenging and can make you feel like you are swimming upstream. But when we come together, everything changes. To a person, we collectively gained strength from the knowledge that every member of our tribe, which is growing in numbers and in momentum, confirms our shared commitment to building companies that will last and that will contribute, in many different ways, to making our communities and the world a better place. If, in the beginning, it seemed like our vision was shared by a select few, it is becoming increasingly evident that our tribe is, in fact, significant and powerful, with Evergreen companies in every industry and geography. The Evergreen movement is gathering strength, and as we grow, so does our hope and belief that together, our impact that will make a dent in the universe.
