The Recipe That Outlived the Store

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My dad is the youngest of four boys, and he grew up in his family’s grocery store. He started working there when he was five years old. Nobody sat him down and trained him. He learned the way everyone in that family learned, by being there, stocking shelves and working the counter alongside his brothers and his parents until it was all second nature.

Glasier-Clark was a neighborhood store my grandparents opened in 1947 with a loan from my great-grandpa and no experience in the grocery business. Though what they both possessed was a fierce work ethic. Their management system never lived anywhere but in their heads. They knew what to keep in stock for the regulars, like the woman who lived to be ninety-eight years old and liked to share that the key to her longevity was the two quarts of “cream soda” she purchased from them every few days. They knew the deli recipes by heart. My dad was the one in charge of the deviled eggs, for the case and for the catering orders, and he made them from memory, the same way every time.

That’s how a lot of family businesses run. Nobody really gets trained. You grow up in it. You pick up how things work a little at a time, at the counter and around the dinner table, until the knowledge is simply part of you. It’s a beautiful way to learn, and for the family, it works.

Right up until the knowledge has to leave the family.

I believe there are two moments it becomes evident. The first is the day you bring on someone who isn’t family. They can’t absorb years of context that was never written down anywhere they can find it. So, they struggle, they feel like they’re standing outside something everyone else already understands, and a lot of the time they leave. The family quietly decides that good help is hard to find, when the real issue is that the business was never made teachable.

The second is the day the business changes hands. My grandparents sold the store after thirty years. The building and the shelves went to someone new, but the recipes, and the quiet sense of what each regular came in for, none of that was ever written down. It didn’t transfer. It walked out the door in the heads of the people who knew it.

To this day, my dad is still the one who makes the deviled eggs, now for every family gathering. The recipe outlived the store, because it lived in him. When my siblings and me were little, we would help him peel dozens of eggs and watch him mix up the ingredients. No measuring, he makes them by taste. Try as we might, they never taste as good as when he makes them.

For a family, that’s a gift. For a business, it’s the whole lesson.

Writing down what your family knows isn’t about turning your business into something cold or corporate, or giving up what makes it yours. It’s about making sure what you built can outlast any one person’s memory and can be shared with the people you bring in to help you carry it.

This is the heart of what we call the Train pillar: how a business develops its people and holds onto what it knows. It’s the quietest of the four, and in a family business, it’s often the one that decides whether what you’ve built can grow and be passed on.

You don’t need a binder full of procedures. You can start with one recipe, the one thing you’d hate to lose because only one person knows it by heart. Then do another. Bit by bit, a business full of what we all just know becomes something you can teach, share, and pass on.

Curious where your business stands on this? The Predictable Performance Self-Assessment gives Train its own score, and an honest read on where to start.

What Are You Afraid Of?

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There’s usually a subtle pause before an owner answers my question. Most of the time, they’re giving careful thought to how they want to answer. And sometimes, there’s a little more to it. An honest look under the hood can stir up some apprehension. It’s like finding an unmarked trunk in your attic, that mix of excitement and dread before opening the dusty lid. Will you find money? Or a dead mouse?

I appreciate that hesitation. And it’s exactly the kind of support we’re here to lend.

I’ve come to believe something I hope is reassuring:

Understanding your current state isn’t the scary part. Not knowing is.

The things that quietly wear on a business are usually the ones nobody’s looking at. The workaround everyone’s grown so used to they’ve stopped noticing it. That kind of thing rarely shows up on a P&L, and it’s hard to improve what you haven’t let yourself see.

A lot of owners avoid the look because it can feel like admitting they’ve come up short somewhere. It isn’t. Every business has soft spots, the good ones included. The strongest owners I know aren’t problem-free; they just know where their soft spots are. When we leave those spots unnamed, they don’t go anywhere. They tend to smolder until a harder moment forces them to ignite.

“Current state” just means the truth of how things work right now. Not the version you’re hoping for, and not the worst case running in the back of your mind. Just the reality of it. And once it’s in front of you, it tends to stop being something to dread and becomes a place to start from.

That’s why I built the Predictable Performance Self-Assessment, to give owners a clear view on where to look. It takes about 8–10 minutes and walks through four areas we call PACT: Plan (how you set direction), Act (how the work actually gets done), Communicate (how information moves), and Train (how you develop your people). There’s no grade and no one looking over your shoulder. Just an honest read on where things stand.

What tends to surprise people isn’t that they have gaps. They figured those were there. It’s where the gaps turn up. Someone sure their problem is sales finds out the real issue is that nothing’s written down anywhere. Someone bracing for a hard result learns they’re in better shape than they feared, with just one area that could use some attention. That’s the benefit. Ambiguity becomes a short list of specific things you can do something about.

So, what are you afraid of, really? Go ahead. Open the lid.

Curious where your business stands? Take the Predictable Performance Self-Assessment.

Why We Dread Meetings (and How to Fix Them for the Long Run)

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Most people can’t stand meetings; the same way many people can’t stand running. (That was me until I trained for my first half marathon and married a business consultant!)

I understand it. I’ve sat through plenty of meetings that ate a perfectly good morning and gave nothing back, and I’ve worked inside companies where the meeting culture was completely out of control. Calendars stacked wall to wall, nothing decided, everybody worn out by Wednesday.

But most of the family-owned businesses I work with have the opposite problem and don’t realize it. Their dislike of meetings is way out of proportion to how many meetings they actually hold. They don’t have too many. They have too few that are worth showing up for.

So why does a small handful of meetings generate so much resistance?

The problem isn’t meetings. It’s meetings with no real finish line.

When people aren’t looking forward to a meeting, it’s rarely the meeting itself. It’s that nobody’s sure why they’re in the room. The conversation wanders, an hour disappears, and nothing has changed by the time everyone files out.

The slide starts. People fixate on what didn’t work last time. The meeting gets cancelled, or moved, or trimmed to fifteen minutes, and pretty soon it’s gone altogether. Everybody goes back to grabbing each other in the hallway about whatever’s on fire that day. It feels productive, even though nobody’s working off the same picture.

That first run is always the worst one

Think back to the first time you went for a run. It was miserable. Your lungs burned, your legs felt like cement, and you probably decided the whole thing was a mistake somewhere in the first half mile.

Nobody nails the first mile. And nobody swears off running forever because one bad run proved running doesn’t work.

Meetings are no different. They take reps to get good at, same as anything worth doing. If you expect a sharp, productive meeting the first time out, you’re setting yourself up to be let down, and that letdown is usually what kills the habit before it has a chance to stick. The results show up later, after you’ve done it consistently, week after week over the long haul.

Most people warm up to meetings once two things are true: the meeting is relevant to them, and it actually works. Get there and the groaning stops on its own.

Where this fits: Communication is the common thread

If you’ve spent any time around our work, you know we build everything on PACT’s four pillars: PLAN, ACT, COMMUNICATE, and TRAIN. Each one stands for something specific. Plan is clarity and connection at every level. Act is about empowering teams to improve and flow. Communicate builds trust through rhythm, presence, and care. And Train develops people to grow the business.

Meetings clearly fall under Communicate. What’s easy to miss is that Communicate is the pillar holding the other three up.

Plan only delivers clarity when somebody pulls it back out, holds it up against what’s actually happening, and adjusts it out loud. That’s how people come to see where their own goals connect to the company’s. It happens in a meeting.

Act is where the work gets better, but the ideas, the obstacles slowing things down, and the real cause behind a problem that keeps coming back don’t surface on their own. They come out in conversation.

Most training is formal, but some of the best development your team will ever get is sitting in a well-run meeting, picking up how the business works by being part of the conversation.

Take the structured communication away and those three pillars start drifting in different directions. When your meetings are broken, you don’t really have a meeting problem. You have a business problem that happens to be showing up in your meetings.

The quiet reason meetings feel so high-stakes: accountability

Here’s what nobody says out loud. A lot of the dread around meetings has nothing to do with meetings. It’s about accountability, and accountability gets scary when it shows up out of nowhere.

Think about the unstructured version. You’re standing around the production board in the middle of a rambling conversation when somebody asks, in front of the whole crew, why the line didn’t hit its number. No warning, no pattern to it, just a spotlight swinging onto you. People learn to brace for that. And then they’d rather just skip the meeting.

Now think about the structured version. Same time every week, same short list of numbers and commitments, reviewed every single time. Everybody answers to one set of expectations, so nobody gets singled out, and the cadence asks as much of you as it does of anyone else. When reviewing last week’s commitments is just how the meeting starts, accountability stops being an ambush and turns into a habit.

That’s the whole trick. Make accountability boring and it stops being scary. The structure carries the weight, so nobody has to be the bad guy.

This is what our Communicate pillar is really about: building trust through rhythm, presence, and care. Accountability gets easier as you build all three. Rhythm is the steady cadence that makes the next conversation predictable instead of something to fear. Presence is leaders getting out and walking the floor, seeing the work for themselves, so the hard questions stay tied to reality and help shows up right next to them. And care is the reminder that the whole point is learning, not blame. You’re looking at progress to get better together, not hunting for someone to pin it on. Run that way, accountability doesn’t feel like getting called out. It feels like the team has your back.

How to give your meetings a real job

If you want meetings your people actually value, start here:

  1. Tie every meeting to a business outcome that matters. If you can’t say what it’s protecting or driving, you probably don’t need it.
  2. Tier your meetings so the right people are in the room for the right level of conversation. Brief, purposeful daily huddles for front-line status and obstacles. Weekly leadership meetings for the cross-functional issues. Monthly or quarterly reviews for metrics and direction.
  3. Focus on the inputs and outputs of your key processes, not on whatever happens to be loudest that morning.
  4. Put a few meaningful metrics in front of the room. Pick ones that keep people focused on what matters and give the team something to celebrate, not just problems to chase.
  5. Give every meeting an owner who’s on the hook for the agenda and the follow-through.
  6. End with action items, each with an owner and a due date, then review them at the top of the next meeting. That one habit is what quietly turns accountability into a normal part of how you work.

Pro tip: how to make those early meetings stick

The first few meetings are your first run. Treat them that way.

  1. Scale your expectations back further than feels reasonable. You’re building a habit, not running a marathon on day one.
  2. Build an agenda you can actually finish in the time you blocked. Keep it short and focused.
  3. Start small, with a couple of clear outcomes, so the team gets an early win they can feel.
  4. Prepare people ahead of time so the meeting is for deciding and aligning, not for reading documents cold.

Get a few of these reps in, stay with it, and something shifts. The meeting stops being the thing everyone dreads and starts being the thing that keeps the whole operation pointed in the same direction.

That’s what the long run is all about. The first mile is always the hardest. The results come from all the ones after it.