That’s what comes first, not just for your family, but for the hundreds of families that will come after. So finding direction, becoming expert and informed enough to make good decisions about direction and then the process of getting behind it and making it happen — once that occurs, and people in the organization share it and they start working on it, and they start making it happen and see successes ... then people become less about “my disagreement with Jimmy” and they become more about where we are headed and how do we get there.
2:24 p.m. Karst: If there is one thing produce managers could do, what would be the first thing you would suggest?
2:25 p.m. Krivanek: First of all, tell them to create a strategic planning direction. Many managers are struggling with many agendas — they need to stop wasting time with a lot of that and just go boom, “This is where we are headed and let’s go win at this.”
They ought to build a human machine that is capable of giving their company direction. You need to spend time developing leaders, developing teams and including a training and development budget so people get new skill sets.
The third thing is to look deeply at your philosophy of operating your business and update it. Today’s business environment is transparent, it is inclusive, it is open. Don’t create a strategy and not tell anybody.