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Did you enjoy some berries with your breakfast this morning? Or, do you have a fresh salad awaiting your enjoyment at lunchtime? You may have Four Seasons Produce to thank!

Four Seasons was founded in 1976 by David Hollinger, and has since transitioned to the leadership of David and Debbie’s son, Jason. The company’s 850 employees work to distribute fresh, healthy produce to our region! Watch as Brian shares how this family of companies impacts our community for the better.

What do you believe? What drives your behavior? At North Group, we have captured our beliefs in a series of statements that are foundational to how we serve each other and our clients.

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Our first and overarching belief is that “all people are created by God for a special and unique purpose.”  Some of our foundational beliefs come from our collective experience in serving leaders and organizations for more than 23 years.  This belief, however, comes from the very God of the universe, who proclaims this truth to us throughout the scriptures.

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In Psalm 139, David affirms God’s unique approach to humanity:

“For you created my inmost being;
you knit me together in my mother’s womb.
I praise you because I am fearfully and wonderfully made;…

…all the days ordained for me were written in your book before one of them came to be.”

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How should this belief animate how we care for and serve each other and our clients?

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  • “All people are created by God . . . . ”

In these days of deep division and polarity, it is easy to lose sight of this fundamental truth.  It has become common to view or treat others as sources of disagreement or people who are “not like us.”  This truth reminds us that we have never looked into the eye of anyone whom God does not love and did not Himself create.  In whatever roles God has placed us (e.g. leader, co-worker, spouse, parent, friend, etc.), we have been given the sacred privilege of encouraging others to reach their highest God-given potential.

This belief drives us to ask – How would my interactions with others be different if I kept this truth in full view?  How would others experience me, and even experience themselves differently if I did so?

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  • “. . . for a special purpose”

It has been said, “the two most important days in your life are the day you are born and the day you find out why.”  What could be more fundamental to a life well-lived than to live in full alignment with who God created to you to be? And, with what God created you to do?  For this reason, we believe that it is part of our work to cultivate the self-awareness to understand (1) how God has specially “wired” us, and (2) how that design supports the “purpose” for which He has created us.

Sadly, there are many who have spent much of their best years engaged in roles that – while valuable and productive – have required them to be something less than or different than God had designed them to be.  Frustrated, burned out – even bitter and angry – they have more regret than hope.

Ask yourself – Do I know how God has designed me and how that design informs the focus and drive of my life?  If not, what am I willing to do to discover and act upon what I discover?  It is never too late.

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  • “ . . . for a unique purpose”

Not only does God design us for a special purpose, but there are some things that are uniquely ours to do in this world.  Have you ever asked, “What are those roles that ONLY I can fill?”

Think about it.  Someone else “could” lead your organization, but only you are the parent to your children, the spouse to your husband or wife, a son or daughter to your parents, the visionary founder of your organization.  The people that you serve in these roles are your “first team” in this life.  Who are the members of your “first team?”  Do they have the best of you, your focus, your energy, your prayers?

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At North Group, there is nothing that animates the work that we do and the way we serve each other and our clients more than this belief.  We would be privileged to support you in aligning your life and leadership with your special and unique purpose.

As with most individuals, families and organizations, navigating the challenges of 2020 made for a bumpy and unpredictable ride for all of us at North Group.  Our team recently reflected upon, and yes, celebrated, 2020 and all that it held for our team and for our clients.

Some of the “highlights” we noted for 2020 included:

  • The mandated closure of our physical office space for 11 weeks, beginning on March 13, 2020
  • My four partners and I meeting virtually at 7:00 AM for three mornings per week for the first six weeks of the shutdown
  • Our entire team virtually gathering weekly throughout the shutdown and beyond to care for each other, and to continue to ensure that we were providing extra care for our clients as each experienced their own related challenges
  • Numerous surprise meal pick-up or delivery events, as well as several outdoor fun events for our team members and their families
  • Equipping each team member to be generous in sharing North Group’s financial resources with those around them who were experiencing personal challenges
  • Partnering with our friends at Listrak for four months to prepare and deliver up to 200 meals, three days per week, to Water Street Mission
  • Revisiting our 2020 Strategic Business Plan in May 2020 and emerging with a “Go Forward Plan” that would guide and energize us through the remaining months of 2020; sharing our “Go Forward” planning tools with many friends and clients
  • The growth and accomplishments of many clients amid the year of challenges

Our time reflecting left us grateful for how the challenges of 2020 had strengthened us and convinced us more than ever of the value and power of:

  • Intentional and consistent communication with our team and clients;  Without a doubt, this is the primary reason that we are entering 2021 with even greater team cohesion than we entered in 2020
  • Maintaining (even expanding) an others-centered, outward focus, especially when circumstances tempted us to turn inward
  • Viewing challenges as opportunities to re-order plans and priorities – and in doing so – emerging with renewed focus and energy
  • Committing time to reflect upon, and yes, even celebrate, both the little and large things that we experienced, including the year’s challenges

Our time of reflection and celebration has resulted in an even greater commitment to the practices outlined above. It has filled us with hope as we enter 2021 with a renewed belief that when the next challenge arrives (and it will), it will be yet another opportunity for us to strengthen our work together and our service to our clients and community.

We encourage you and your team to set aside time to reflect upon, learn from and celebrate your victories and your challenges in 2020.  In doing so – we invite you to join us as we enter 2021 overflowing with gratitude and hope.

Author C.S. Lewis rightly observed that, “Hardship often prepares an ordinary person for an extraordinary destiny.”  This principle is no less true for our teams and organizations.  How can our organizations emerge from these days of challenge and hardship healthier and stronger, with greater cohesion, clarity and momentum?

In our May 14, 2020, video blog, my partners Roger North and Jerry Murray introduced the “Go Forward Plan,” a framework to deliver exceptional clarity and hope to your team, clients and community, and to accelerate your organization’s success as you launch into the next season.

The “Go Forward Plan” is short-term plan with long term implications, focusing on the first 90 days (or whatever initial period you define).  It begins with and is grounded in WHO you are as an organization, as expressed in your Values, Vision and Mission.  These serve as a prism or filter as you populate the rest of the Plan – and remind you and your team of “who you are going to be” as you move forward.

With that foundation in view, the Plan provides six categories, or lenses, through which you can establish clarity and intention.  Although your organization’s lenses may be different, the Go Forward Plan includes categories which are broad enough for many to adopt:

  • Physical Distancing/Social Engagement
  • Team Members
  • Clients/Customers
  • Community
  • Finance
  • Strategic Initiatives

Within these six Categories, the Plan establishes two essential components:

  • Posture – In light of WHO we are, WHAT do we desire to be true of us? What will be our “stance” in each category?
  • Plan – WHAT will we do to advance our stated “Posture” during the transition period? WHO will be primarily accountable to ensure that each component of the Plan is accomplished?

The Go Forward Plan provides a framework for hope-filled communication that delivers clarity and creates positive momentum for your team and organization.  Understanding WHY your organization exists, HOW you behave and WHAT you do is foundational and essential for successful strategic initiatives. Healthy organizations with highly cohesive teams can and will emerge stronger from this unprecedented season. We encourage you to Go Forward to provide direction and clarity for your team, clients, and community.

If you are interested in receiving our “Go Forward” plan template, we would be more than happy to share! Please send your request to aclark@northgroupconsultants.com.

“We already have too many meetings around here and they are a waste of my time.”

This was the proclamation of one member of a newly formed leadership team as he entered the room just before the start of our first meeting. From the expressions and body language of those already around the table, it was clear that others shared that same view but were not ready to be so transparent.

The first item on our agenda that morning was purposefully designed to begin to build cohesion (trust and transparency) in this team – as each team member shared a portion of his or her story of their journey to leadership. The team began leaning in as people told parts of their story that many others around the table had never heard.

As we moved through the remainder of the agenda, we were careful to clarify what we had agreed to, what action item(s) came out of our agreement, who would be responsible, and by when it would be accomplished. As we concluded, we asked: what needs to be communicated and who, how, and by when will we communicate it?

I would like to tell you that by our second meeting we were off and running smoothly, with every team member fully engaged. But that was not the case. However, month after month, incrementally but steadily, this team grew in effectiveness and productivity through a consistent focus on:

  • Building cohesion and trust among the team
  • Engaging in productive conflict and ensuring that every voice was heard
  • Building clarity (What are we doing? Why are we doing it? How are we following through?)
  • Intentional communication both within the team and throughout the organization

We knew we had turned a corner when, seven months after our initial meeting, the team had to decide whether to skip or reschedule a monthly leadership team meeting. The team member who once proclaimed that meetings were “a waste of time,” now proclaimed, “We can’t skip the meeting. We have too many things to talk about and can’t afford to miss a month!”

A consistent focus on cohesion, clarity, and communication CAN transform individual leaders and teams into highly effective and productive individuals/teams. So don’t resist meetings – just make your meetings count.

North Group would be honored to work with you and your organization in developing a strong, cohesive leadership team.

In his recent blog, my partner, Roger North, shared about our three-year journey of developing and executing an ownership succession plan for North Group. He aptly noted that this process “took time, energy, and a few engaging disagreements.” Roger is right – it required time. Not just blocks of time here and there, but also “seasons of time.” We asked crucial (and sometimes hard) questions of ourselves and each other, allowed our emotions to wax and wane, gained shared understanding, and grew our trust in one another. Looking in the rearview mirror, this was exactly what was required.

But beyond the essential elements of time and intentionality, succession planning needs to both “honor the entity” and set the next generation up for success. Succession planning stands on three primary pillars:

  • A profitable business with a healthy leadership culture.
  • Current owners that are committed to the transition and to creating opportunity and space for the next generation.
  • A “next generation” of leaders and owners that possess or are developing the characteristics and skills that the business needs for the future.

As we have navigated our own succession conversations at North Group, regular and honest assessments of how we were doing in each of these areas was required. When we found any one of them lacked the required strength, we had to take action. Ignoring or “hoping” it would get better on its own was not an option.

If you are contemplating a future leadership and ownership transition, start by asking yourself and your team, “How solid are these three pillars?” Take the time. Ask the hard questions. Disagree. Trust each other.

We would be privileged to help you both assess and strengthen each of these pillars as you move toward your organizational transition.

I recently had the privilege of facilitating a conference for family business owners from the United States and Canada.  Most of the attendees desired to transition the leadership and ownership of their business to next generation family members.  Yet most of them acknowledged that they are “stuck” – even paralyzed – in developing and implementing that transition plan.

But something transformative occurred in those 2 ½ days.  As each of these men and women shared their transition challenges, and as I and the other attendees offered our experiences in walking through those challenges, a palpable sense of hope emerged in the group.

As we shared our stories, each person understood in new ways that we each live in our own (messy) backstage, but only see the front stage of everyone else’s business.  Family business transition is messy for most everyone.  We are not alone in facing challenges in our business.

Secondly, attendees came to realize that somebody has walked the transition path before and knows the questions that need to be asked, the crucial conversations that need to occur, and the clarity that needs to be developed and communicated to get from where they are to where they want to be.  Somebody knows.

As this group learned, there is hope even in the midst of the most challenging of family business transitions when we realize that we do not need to walk the transition journey on our own (and it IS a journey, not an event) and commit to taking one step toward finding that someone to help us navigate this most important process.  Somebody knows.

One leadership team I have the privilege of working with routinely asks each other and members of their teams the following four questions:

  1. How are you doing? I recently heard two managers described this way: One manager asks, “WHAT are you doing,” while the other asks, “HOW are you doing?” It should not surprise anyone that the second manager wielded great influence on his team, while the first was viewed with disfavor.
  2. How can I help you? By being intentional in asking this question, we shift our focus to our team members and away from ourselves. And, we place ourselves in the role of truly serving the members of our team.
  3. What can we celebrate today? Surveys of non-management employees routinely confirm that the number one driver of workplace satisfaction is not the level of compensation, but rather having a sense of being appreciated for the work performed.
  4. How can we get better together? This question is grounded in the belief that we routinely obtain the best outcomes by collaborating toward shared goals.

These four simple questions—asked regularly and intentionally of each other and our respective team members—possess the power to accelerate our effectiveness as leaders. They can transform the culture of any organization.