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.