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The co-founders of Dance For All Bodies on creating inclusive spaces

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The co-founders of Dance For All Bodies on creating inclusive spaces
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Melissa chats with Tess Hanson and Yağmur Halezeroğlu, the co-founders of Dance For All Bodies, about how their nonprofit is building accessible dance spaces in-person and virtually.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior, your host.

On this podcast, I have conversations with culture makers in the world today to unpack the visible and not so visible forces that make up this often-overlooked superpower of organizations. In season four of cultur(ED), we’ll be diving into a topic that more and more organizational leaders are paying close attention to. How to create more inclusive spaces.  

We know that diversity, equity, and inclusion are a high priority issue for companies today. We’re seeing leaders investing in DE&I knowing that it is their responsibility to create meaningful change in spite of the history, often marginalizing underrepresented groups within the workplace but to be successful, it takes more than making a public statement supporting DE&I or hiring DE&I staff. It means a real commitment to creating an inclusive culture and inclusive spaces where employees feel valued, accepted, and willing to bring their whole self to their job. 

Today, we’re delighted to have two guests with us from Dance For All Bodies (DFAB). I’ll have them introduce themselves. 

1:09

Yağmur: Hi, this is Yağmur Halezeroğlu, I’m one of the co-founders and a board member currently. 

Tess: And I’m Tess Hanson, another co-founder and the current Board President of Dance For All Bodies. 

1:20

Melissa: Wonderful, well welcome, Yağmur and Tess. DFAB is a non-profit established in 2019 to address the problem of the limited availability of dance classes accessible to the disability community, especially for disabled adults. Their solution has been to organize online dance classes that prioritize inclusion and accessibility in multiple dance styles. Welcome Tess, and welcome Yağmur. 

1:45

Yağmur and Tess: Thank you. We’re excited to be here. 

Melissa: I’m excited to learn more about your stories. So first, maybe you can start there, tell me about how you both came together to start DFAB. I understand the origin was a one-time dance class that you organized for an amputee support group as a volunteer at the San Francisco Hospital and now your classes are primarily online, I understand. So anyway, tell me your story. 

2:10

Yağmur: Yeah, of course. I’ll go ahead and get our story started. So, I was a volunteer at San Francisco General Hospital at the Orthopedic Trauma Institute, working primarily with amputees and individuals who recently had an amputation, or who have had an amputation for a long time. 

My responsibility was to organize these monthly amputee support groups, and those had a wide range of topics from how to take care of your amputated limb, but after surgery to social, emotional, and financial supports. But for one of the support groups, people wanted something more creative and something more active. As a dancer, myself, I thought, we should do a dance class.  That’s exactly what this group would appreciate and would like. 

So. I reached out to one of the organizations in the Bay Area, called Axis Dance Company they organize physically integrated dance classes but they also perform a bunch of choreography, and do performances in the Bay Area, and internationally, with dancers who are disabled and dancers who are non-disabled. We reached out to them and one of the dancers from Axis Dance Company came into the hospital and taught a dance class. He was a wheelchair dancer. Itwas just a really impactful experience for our participants and something really eye opening for me, because I’ve never been in a physically integrated dance space. All the dance spaces looked like just what we always think about that are more able-bodied people participating in the dance class. 

It was something totally new for me, and something totally new for our participants, too, because they haven’t danced since, or been creative in that way, since having their amputation and didn’t really get to explore that side of themselves. 

4:09

After the dance class, they were already asking me when the next class would be, and they were in a totally different mood when they first came into the support group. So, I was like, “we need to do more of this.” I need to go with this idea and make it a reality. I was thinking about it for a long time and Tess and I are longtime friends, we worked together, and we just became really close friends, and I know Tess loves, dance, and cares about disability rights. 

So, I shared this idea with Tess and then we got the non-profit started with just an idea and some shared passion for what we do. 

4:48

Tess: I’ll add that before we got the non-profit started, we had to write an eight-page grant to our school asking for money, and we won second place in the innovation competition and that was where our seed funding came from. An important tidbit.

5:05

Melissa: Awesome! So, it sounds like you started off in the early days, with your classes being in person. My first question is, when you first started, how did you ensure the spaces that you had met the needs of your attendees, especially since it sounds like neither of you come from the background of working with disabled individuals. I’m curious, how did you figure that out? What did it look like? How did you make sure it really worked? 

5:31

Tess: Yeah, I can start us off. For transparency, I’m not a disabled person. But one way that Yağmur and I really prioritized access in our classes was thinking about physical access. Physical access is the most probably familiar that most of our friends and family and communities are thinking about access, but it’s important to recognize that it’s not the only way to ensure access in any sort of event or class or space. 

But in terms of physical access, things that we thought about were where is the studio relative to public transit because for a lot of physically disabled folks, and disabled people at large, moving through urban spaces moving transiting around is really difficult because not everybody can drive. So being close to public transit is an important piece of providing physical access. We also made sure that there was a route into the studio that didn’t involve stairs. Is there an elevator available? How big is the doorway? How navigable is this space if you’re not walking, because a lot of our first attendees were people who had just recently had amputations or were in wheelchairs or using a knee scooter. So, we had to think about how do people get around when they’re not walking? 

6:50

Those are important things that we thought about when planning our dance classes for that in person element. Another thing – like a really simple way to provide access is to have someone meet and greet you at the door to the hospital. When we had classes in the hospital this is one room in a sea of like a huge infrastructural building with hallways so just having someone like myself to greet somebody and pass along information like, “you are going in the right direction,” or, “head this way.” Even that person providing the information, is a form of access too. 

7:24

Melissa: You mentioned there are other types of access other than physical. So tell me a little bit more about what you mean by that. 

Tess: Yeah, do you want to start Yağmur? 

Yağmur: Access is such a broad term, right? And it can look and mean something different based on your access needs. It can be having a fragrance-free space. It can be having just a slower pace of the class. It can be giving options to do a dance movement in different ways. So instead of doing a movement with your arms, trying it with your torso, trying it with your legs or trying with your eyes. Just moving your eyes or your facial expressions. So, it can really look so many different way, and I think that’s the beauty of it and you can just take it whatever direction you want to. 

Tess: I will add that in addition to all those things one way or another form of access is providing hearing access or language interpretation for hard of hearing participants and deaf participants. So, having an ASL interpreter is not physical access but that is an essential part of creating a space where people can be a part of the dance class if they don’t hear. 

8:40

Melissa: , All those make sense. How did others respond to DFAB? What surprised you the most in terms of what others responded to you about your vision? 

Tess: Anybody we talked to who was outside the disability and dance bubble gave us a huge thumbs up. They’re like, “you go,” “this is amazing,” and like, “go forth and make this happen. You two are very supportive, so much enthusiasm.” And then when we talk to people who were actually in this space, working between the disability community and the dance community trying to intersect these things, they sat us down and had to go, “OK, are you ready? It’s really hard to create change like this. If you want it – if you’re tenacious and you keep pushing, it will happen.” They sort of modulated our expectations.  

9:35

Melissa: What does that mean? Like it’s hard or you’re tenacious? What were they expecting for you to come up against? 

Yağmur: Well, I think it was a reality check in many ways. One reality check was in the way that Tess and I, we don’t have disabilities and we don’t identify as parts of the community. People really wanted to understand why we were doing this and if we’re actually in it for the right reasons. Because this is really difficult work and we’re coming in from a position of privilege doing this work and we have to learn and teach ourselves so much and understand the complexity of the world of disability. It was a humbling moment, I think, and a good moment to reflect on why we’re doing this and if we’re actually going to be able to accomplish what we want to. 

I think it was also important to understand the financial challenges of building something for people with disabilities because of the limited amount of funding for projects like this that intersect dance, or arts, and disability, which is a totally underfunded area compared to any other project supporting people with disabilities. Disability has been medicalized so much that we immediately think of it and we say, “oh, we should put money, or funding, into treatments or care for people with disabilities but we don’t think about the creativity aspect of disability. 

It’s an underfunded area, and that is, I think, constructive feedback that we got from people who have been working in this area that you have to really think about how you’re going to be funding this project. How you’re going to be turning this idea into reality and make it viable given the challenges of the funding space. 

11:39

Melissa: That makes sense. One thing that resonates with me as I’m listening to you talk that I’m guessing a lot of our business leaders listening might relate to is that in the topic of inclusion, you’re always trying to learn about somebody else, right? You’re always trying to learn about what someone else needs and everybody looks different than yourself, so that resonates with me when you talk about coming in with from a place of privilege. You’re not part of the community but you’re trying to learn what that community needs.  

Is there any advice you would have to business leaders who are trying to be more inclusive and what they need to do themselves in terms of learning about others to improve their own spaces or their own organizations? 

Tess: I’ll speak from my experience, something that I tried to do when we were really in the very beginning of DFAB was I read a lot of disability related blogs written by disabled people. I tried to find resources that would teach me the language of the community because disability is a cultural identity that I’m not a part of, but I can learn. And I can learn to understand what people say when they mean things like, when a disabled person refers to themselves as a “crip” – like why is it OK for them to say that but not OK for me as a non-disabled person to say that? 

Learning about language is always a really good first step. I think learning about disability history. When DFAB was starting to begin, the documentary Crip Camp came out on Netflix and that, I think, is a really good resource for anybody, any business leader, who is looking to more intentionally acknowledge and think about disabled people in our society and where they might fit in their business, too. So, I think the resources are out there. They’re definitely out there. You do have to dig. And it takes time too.  

13:39

Yağmur: I’ll add that it’s always meaningful to show consistency in whatever you’re doing. If you’re there for a long time and you keep showing up and you keep coming in with a genuine sense of curiosity, then that’s really impactful.

13:55

Melissa: You were originally in person and now you’re online. Tell us about the process you use to design your classes today and how you moved from being physically class to being online classes. 

Tess: Well, there was a little thing called Corona virus. So well we incorporated DFAB and became a non-profit in late 2019 and were organizing classes and then boom everything shutdown and we had to move virtually. And I think one of the first things we did (Yagmur let me know if I’m wrong) is we sent a survey to people, like, “do you want to do virtual dance classes?” And people said, “Yes.” So we said, “OK, we’re going to try it.” After that, we just didn’t stop. And one of the important things to note about doing online classes is though there are some unique challenges it really does make what we are offering more accessible. We can just reach so many more people. It meet disabled people where they are at, hopefully in the comfort of their home. And they can dance from their room; they don’t have to leave anywhere; they can turn the camera off if they are feeling a little more bashful. 

It really helped us fulfill our mission and take it to a new level, a new scale. So COVID, in that sense was a relief but somehow became a positive for us in that regard. 

15:23

Melissa: Have you gotten any feedback on people whether they miss the in-person classes?

Tess: I think they do. We have a pretty strong contingent in the Bay Area because that’s just where we began. And so a lot of people who do take our classes online are also friends with these people in real life. And I think they do miss the in-person because it’s really not the same. As good as DFAB is, it’s not the same. But now we have people all over the US. We have a teacher who’s based in Canada. I wonder, would it be like to somehow have an in-person class for all these people…maybe one day. 

16:03

Melissa: So, right now no plans to go back to be in person, right? Or, maybe? One never knows. You’re flexible? 

Tess: I think, I don’t know, I see us trying to navigate the hybrid line. I don’t think will ever fully be not virtual and because of just how we have grown and the way we have shaped ourselves, but I do think there’s desire for within the community, for an in-person presence, and I would like that too. It’s fun to mix with people. 

16: 37

Melissa: Yeah, I think everyone’s finding that, right? This is why hybrid has become so popular, right? This is wonderful to be able to do Zoom or whatever it is, but there’s nothing quite like meeting someone in person, I think. 

How do dancers or instructors without disabilities design classes for those with disabilities? Do they gather input from the folks who have disabilities? Like, what do they do? 

Yağmur: Well, we  mainly work with dancers with disabilities, though we still have some dancers without disabilities who teach our dance classes but we try our best to prioritize giving teaching opportunities for dancers with disabilities. In our organization, for our instructors without disabilities, we do have a couple of resources that we share with them and some tips. Some of them are just as simple as wearing solid colored clothing, explaining what they’re doing first, and then demonstrating it, giving image descriptions of themselves at the beginning of class, always identifying themselves when speaking. This is really useful for ASL interpreters. 

We always encourage our instructors to provide movement options if they’re doing a movement with their right arm, where they lifting it high up, maybe also doing a movement where they lifting it halfway or doing something lower down and giving options for pacing of movements. So, we do have some resources and although we don’t do a really thorough teacher training for our instructors, we believe that they are really experienced instructors and they are in it for the right reasons. They’re curious and want to learn more. We just provide them with some tips and tricks for how to teach an accessible dance class and they adapt as they go, and they get feedback from the participants. We always do surveys after class and we always share those feedback with our instructors after class so they can adjust the way they’re teaching. 

18:52

Melissa: We talked earlier a lot about access. One thing I’m just curious about, in terms of how does it create a barrier, is clothing. Oftentimes, when you think about dance, you think of leotards or ballet shoes and that in and of itself seems like it could be a barrier. So how does that impact you and your participants?   

Tess: I’ll say that one of the beautiful things about DFAB is that there is no expectation around what you wear. Our classes are not designed to teach technique, necessarily. Technique might be a part of it, per the instructor’s design for the class, but the point and the ultimate goal of a DFAB class is to feel comfort and joy moving your body. And so there is no expectation that you need to wear a leotard and tights. We’re not trying to fit into that standard or that sort of ballet box. 

We’re doing something that is different and on the other side – the far other end of that spectrum. And that’s OK. Both can exist at the same time and both are wonderful and they have their moments. I think that’s one reason why a lot of participants like to come to our class and that’s why we have a lot of adults who are in their forties and have never danced before but like our classes because you just show up and you enjoy moving with other people. The music is fun and our instructors are usually very enthusiastic and energetic. And it’s definitely more about community and self-expression and trying something new than it is about well, we got to make sure we look a certain way and we’re going to nail this technique. It’s much more open-ended. 

20:50

Melissa: I definitely think there’s something there that the business world can learn from what you’re doing. There’s this big push right now to bring your whole self to work or can you bring your whole self to work? And so it sounds like you’ve figured out a way to say, “yes, bring your whole self to the class. Don’t worry about traditional dance.” Right, like you’re here – don’t worry about that, right? Bring yourself and you do you. So, do you feel like you’ve made any mistakes along the way? Were there any key learnings on how you would do things differently? 

Yağmur: I think we’ve made many, many, many mistakes. And I really like this question because, especially when we were growing as a non-profit, well, it was the two of us. It was just Tess and I for a long time. And then on our transition to online  we got a bunch of volunteers to join us. And at some point, we were just constantly all of us, we were making mistakes and wanted to acknowledge that and bring that into our weekly meetings where we highlighted a mistake we made that week and talk about what we’ve learned from it. I was just trying to normalize making mistakes, because I’ve found out that I was constantly making mistakes and learning from them. 

Two examples that came to mind when I was thinking about this question, was one of them we wanted to work with this new instructor based in Germany who is a ballroom wheelchaired dancer. And he has been teaching for a long time, has been competing, and is really awesome. And I reached out to him, and he was really enthusiastic to teach a class as well. And I thought it would be a great addition to what we offered at DFAB. It was little different from what we offer; it was more technical. And so we decided to do a class but beforehand I didn’t really do a good job clarifying the expectations of it from a DFAB class and what our community usually wants and needs. So, I think the needs and expectations of the community didn’t match what was delivered in the class. And so I noticed that a lot of our participants were feeling frustrated during the class or a little disappointed because they came in looking for a DFAB like dance class but the dance class that this other instructor that we just recently partnered with he was focusing more on technique and just the style of teaching was a little different from our other instructors.

So that was a great learning point for me, that I really need to be clear on defining what DFAB’s dance classes are about and have a good communication with our instructors that we are initially just starting out with. 

23:34

And then the other one was we gave a presentation with Tess and for this presentation, we had image descriptions on the slide describing what our instructors look like. And for one of the descriptions, we didn’t confirm the image description with the instructor who we were describing – their skin tone and their gender presentation. And when they saw that presentation, the image description didn’t really resonate with them. And this was also a learning point for us that we we need to have people define, or write, their own image descriptions and not assume things about people based on an image of them. 

In a world where we are constantly thinking about access, and because we are a non-profit centering access, small things like this that might seem small, aren’t actually that small and we need to be really careful and thoughtful about how we move forward. 

24:31

Melissa: Those are good examples, and I’m with you Yağmur – you got to be able to confront your mistakes and no better way to learn, even although it’s painful at times, right? There’s no more painful of a learning process than making the mistake, but it’s a great way to learn. 

So, I understand you’re expanding, that’s exciting! Making programs available around the world. So, what do you look for? You just talked about this mistake you made when hiring someone, so maybe we can even elaborate on this. What do you look for when hiring people to support your vision and your value? What traits are you looking for in people who support inclusive cultures? 

Tess: Part of our mission, and our reason of being, is to prioritize disabled leadership, because disabled people are the most impacted and centered in our work. So, one of the reasons we transitioned out of our executive Director role, is because we gave it to two disabled people to run the org because they have the lived experience and the cultural knowledge to help DFAB grow to the next level. So, we still value that and disabled people are represented in every facet of DFAB from the volunteers to paid staff to our community on our board. So, I think that will continue to be a priority in our expansion. And we also, in general, we look for people who are empathetic and curious, and it’s helpful if they have background knowledge in disability work, but it’s all learnable like I mentioned earlier. It’s all learnable, so if someone’s willing to learn that’s very valuable, too. 

26:07

I think it’s important to also mention here that a lot of what we also want is dependability and commitment. It’s super helpful to have people, especially volunteers, because we do have a large pool of volunteers who make a lot of magical things happen for DFAB, we want people who are dependable and committed despite the lack of pay. And just want to mention that there is kind of an inherent ableism with that to expect a sort of high level of commitment for little pay because a lot of the volunteers we do work with,  if they are chronically ill, or if they have a disability like that, it changes, what commitment looks like. Commitment for them looks different than what I would consider myself to showing commitment. So we have these desires, and we have sort of this ideal that we want, but part of our work in DFAB is being able to accommodate and figure out what everybody who is in the room can offer so that we get to where we want to be or as close as possible. So we have our vision for the ideal person we would hire but everybody has something to offer in some way, and if we work as a team usually it can get done. 

Does that make sense? 

Melissa: It does, absolutely. Yağmur do you have anything to add? 

Yağmur: I think that was, that was perfect. 

27:40

Melissa: In your journey, where have you found most of your support? I assume it takes a village, so tell us more about how this has expanded even beyond the two of you. 

Tess:  I think Yağmur and I both want to start with someone named Danny Bicknell, who helped us write the grant for DFAB that began the operation and she has been with us every step of the way as a mentor. She’s an amazing person, and so, just wanted to share her name. She has been an incredible, incredible source of support for us. Also, Bonnie Lewkowicz and Judy Smith, who are both founding members of Axis Dance Company and very active dancers in the disability community. Stephanie Bastos, who’s one of our early, early, early teachers who taught for us and we were a little more disorganized and weren’t really sure what we were doing but has been with us, through the whole thing. 

Yağmur: I really want to highlight our early participants in our classes that we organized in 2018, actually, when we tried to get a sense of what the community needs and how we can best support them with our offerings. They really helped us shape what we do at DFAB and without their input and their support and guidance based on their lived experiences, we wouldn’t be able to organize or get DFAB to where it is right now. And also, I’ve mentioned how lovely our volunteers are but this is definitely not the support of two minds: Tess and my mind – it’s definitely a collective mind of the directors, of the volunteers, and the community members. We constantly try to get the inputs of our community members our dance class participants, so that we can shape the best dance class experience for them. 

29:30

Melissa: Wonderful. If our listeners wanted to learn more about your organization, where can they go? 

Yağmur: Yes, so they can go to DanceForAllBodies.org, or you can look up “Dance For All Bodies” on Instagram, Facebook, or YouTube. We’re everywhere! You can find more info about us. And if you want to support our mission, then you are also welcome to donate or be a sponsor. There is more information on that online on our website as well. 

Tess: And we’ve also done a lot of one-off wellness informed classes for a lot of different businesses and non-profits. So, we would love to organize and bring some DFAB energy to your group if you’d like. 

30:17

Melissa: So you also do work for businesses, Tess, why don’t you tell us a little bit more about that? 

Tess: Yeah, So DFAB has had the pleasure working with a lot of different businesses in different fields. Some really small, some large corporations like Lowe’s or Ford, and what we do is we can organize an hour to an hour and a half class with one of our really skilled disabled dance instructors to teach a mid-day or sort of like dance break for your team and it’s really fun. It gets everybody up and moving to whatever degree they’re comfortable with. You get to support a really cool organization who’s doing important disability advocacy work and your employees might thank you for it. They’ll feel good!

31:00

Melissa: That sounds exciting, it sounds like fun! Awesome, so here are a couple of questions that we ask all of our guests. What is the first word that comes to mind when you think of culture? 

Yağmur:  Well, I’m torn between family and belonging and laughter. Well, that was three words, I’m sorry. Those all come together in a package. To me, belonging is a huge part of culture. If there is a sense of belonging to the community that you’re part of, then together you can create a culture of joy and laughter. Which then defines a family to me. Family is not always about joy and laughter but I think if that is there then you can get over the difficult hard times together. 

32:00

Melissa: What about you Tess?

Tess: I’m laughing at myself because this is an odd word. The word that comes to mind when I think of culture is a lubricant, almost. Like it smooths out and sort of makes the wheel keep turning and keep going. I’m sure there’s a more exciting word than lubricant for that…

Melissa: I think you might be the first person I’ve heard use that -you might be unique in this!  If you can have one superpower, what would it be? 

Tess: Yağmur, go first, please.

Yağmur: Well, I think we were talking about this with Tess too earlier but I really like swimming and I would love to be able to stay under water like a fish forever and not get attacked or eaten by a bigger fish, so I basically want to be a mermaid. 

33:00

Melissa: Very cool. How about you Tess? 

Tess: What comes to mind is flying. I would love to just be able to fly.

Melissa: You two are going to have all things covered! Air, sea… 

Yağmur: We’re out to conquer the world!

Melissa: Conquer the world! So flying, all right. That’s great. Awesome, well thank you both.  You’ve got a wonderful story, it’s really exciting, and I wish you both so much luck and success. 

Yağmur: Thank you, thank you! We really appreciate this.

Melissa: And thanks to our listeners for joining us, we have more inspiring conversations coming soon with leaders who are innovating when it comes to creating inclusive spaces. So be sure to subscribe to cultur(ED) wherever you listen to your podcasts, so you don’t miss an episode. Thank you, Yağmur, and thank you, Tess!

Making dance a space for people of all abilities with Lauren Morris

cultur(ED)
cultur(ED)
Making dance a space for people of all abilities with Lauren Morris
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Melissa sits down with Lauren Morris, the founder and Executive Director of Move Inclusive Dance, to talk about creating a dance studio specifically for people with disabilities of any kind.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior, your host. 

On this podcast, I have conversations with culture makers in the world today to unpack the visible and not so visible forces that make up this often overlooked superpower of organizations. 

In season four of cultur(ED) we’ll be diving into a topic that more and more organizational leaders are paying close attention to: How to create more inclusive spaces. There’s no denying that diversity, equity and inclusion (DE&I) is a high priority issue for companies today. Many leaders are investing in DE&I, realizing their responsibility to create meaningful change in spite of the history of injustice that has marginalized unrepresented groups within the workplace. But to be successful, it takes more than just making a public statement, supporting DE&I causes or hiring a DE&I manager. It requires a commitment to creating an inclusive culture and inclusive spaces where employees feel valued, accepted, and willing to bring their whole self to their job. 

Today, we’ll be talking to Lauren Morris, founder and Executive Director of Move Inclusive Dance, located in Nashville, Tennessee. Lauren established this dance studio specifically to meet the needs of people with disabilities of any kind. Welcome, Lauren! 

Lauren: Thanks for having me, I’m excited to be here. 

Melissa: Yes, I’m so excited to talk to you and learn more about you and your business. Maybe you could tell us about your inspiration to start Move Inclusive Dance. I understand you started it as a summer camp, and that it’s grown and was really meant to fill in this gap in the Nashville community. What’s your founding story, your origin story? 

Lauren: OK, so I, as you could probably guess, grew up in a dance studio. I took my first dance class when I was three years old. And I always say, for as long as I can remember, dance was my safe space, it was my happy place, it was where I wanted to spend all of my time. I loved just my teachers, and being in the classes, and learning new skills, and then getting to perform those things. It was just something that was really, fulfilling to me. And when I really look back at my life, now as an adult, I can see how transformative it was in a lot of ways. Especially, once I got into like, my teenage high school years and you start experiencing more emotions for the first time and just going through different phases of life. And dance was a place where I felt like it was safe for me to express myself and be myself and to just have this outlet that was really important for me. 

And, something that’s interesting now with what I do is that I previously didn’t have any personal connection to a person with a disability of any kind. I didn’t grow up with a sibling or a family member that was disabled. At the school that I went to, it was not inclusive in any way. There was a special education class of course that we would see in the cafeteria or in the gym for PE but we were not integrated in the classroom. 

2:54

And so, for whatever reason, when I was around the age of 13, I was on the way home from the dance studio (which was a very normal occurrence for me, I was at the dance studio pretty much every day after school). And so, for some reason, my mom and I started talking about this girl that I knew from school, but like I said, didn’t know well, because I didn’t have interactions with her. I would just see her. And now, I know that she had Down Syndrome. At the time, I did not know that because I wasn’t familiar with all the different types of disabilities. And so, we’re talking about her and I was talking about how she, I guess, was dancing in PE that day or something. And for whatever reason. I asked my mom, “why is there not a dance studio for people like her?” And my mom said to me, “I don’t know. Maybe you’ll start one someday.” And that sounds like that could have been like a very huge moment, where I’m like, “this is going to be my purpose.” But it was not that at all, it went in one ear and out the other, because I didn’t have that personal connection. So, I was like, “no, that’s just a random thought I had, that’s not what I’m going to do.” 

I knew that dance would always be a part of my life. I didn’t know what that meant. I didn’t necessarily think that I ever wanted to open a dance studio. I thought that I would probably go more into performing after college. But I didn’t know for sure what I wanted to do at that point, because, yes, again, I was 13 years old. So, fast forward. I graduated high school. I go to college and I decided that I’m going to major in dance. And there were two channels I could pick between I could go the performance and choreography route, or I could go the dance education route. 

4:23

And even though I was more drawn to performance and choreography at the time, my mentor, my dance teacher that I had had since I was three years old, encouraged me to major in dance education because I would graduate with my certification to teach in the school system too. So, if the performance thing didn’t work out, I would have this education piece to fall back on. And so, I said, ‘OK, that makes sense.’ So, I majored in dance education. And up until your junior year, all the dance majors are kind of doing the same thing. Once you get into your junior and your senior year, that’s when you really start to have classes that are more specified to the education side or the performance side. And once I got into those education classes, it was just like a whole new world was opened up to me, and I realized how much I loved to teach, and it filled this, I don’t know, I had a passion, not only for the dance side of it, but for the teaching side of it, as well. And, my senior year, in my capstone class, we were instructed to do a presentation on something in the world of dance and it could be anything you wanted. And so, all of my classmates are choosing famous choreographers or famous companies and just doing research-based projects on them. And I’m like, OK, I want to do something that’s really different, what can I do? And this idea, resurfaces. And so I said, OK, I’m going to do my project on a dance company or a dance studio for people with disabilities. And so, I sit down to do some research, and I don’t really find much out there. And I’m like, oh, this is interesting. And so, I said, I’ll just do the project on why I think this should be a thing. So, I give the presentation, and I’ll never forget, I’m walking back to my seat, and one of my professors stops me. And she’s like: Number one: Why have you never mentioned that? Number two: You have to do that. And, again, I was like “me?” No, I wouldn’t even know where to begin. Yes, I have this dance side, but I don’t know anything about working with people with disabilities. I wouldn’t know where to begin. 

6:25

And so it just got pushed, again, to the back of my brain. Fast-forward again. I moved to New York, I’m doing the whole dance thing, I’m taking classes, and trying to figure out what this next step is for me. I worked at a company called Pure Barre, which is a ballet barre-based fitness studio. That’s a big franchise a lot of people probably heard of. And on the side, I started interning at a non-profit dance studio, called Groove with Me, they’re fantastic and they offer free dance classes to girls in East Harlem. While I was there, yet again, this idea resurfaces and I realize this is a similar concept, to this idea that I’ve always had, it’s just for a different community of people. Right? And so, I’m going to take advantage of this, and I still don’t think I’m ever going to do that thing, but in case I do one day, I’m going to learn everything I can. And so, under working with that executive director, I learned about grant writing. I learned about what it means to be a non-profit, because there’s just so many things that go into it as opposed to having an LLC or just a standard business. And so that was a huge learning opportunity for me. And then when I moved to Nashville, which is where I am now, I just still couldn’t get it out of my head, and I’m getting to my point here, you mentioned at the summer camp – I finally said, “OK, I have to try this, but I’m going to start small. I’m not going to do anything crazy. So what does that mean?”

So, I thought, I can take off work for one week, I can rent a space, and I can have a dance camp, a summer camp, and just see who shows up. See how it goes. See what kind of feedback we get, and it may be a total flop, and I can say, “OK, I’m never going to think about that thing ever again.” Or, there might be something there. And obviously, there was something there and it was very successful, and at the end of the week, all of the parents were ready to sign up for the next thing. And that was the beginning. 

8:16

And so, we opened the studio a year after that, and ever since we’ve been at it every week teaching classes, to people of all ages, all abilities. And it’s been really, awesome to just kind of see it come to life. 

Melissa: Wow, that’s so impressive, like in so many different ways. I think almost the fact that you, as well, just didn’t have any personal connection to it, but then, really figured out. How did you come up to speed? 

Lauren: Absolutely. And that’s a very important part of the story that I want to make sure never gets lost. When I decided to do the camp, I grew up with a friend of mine who, we went to the same dance studio our entire life, and then she also received her Bachelor’s in dance education. But then she went on to get her Master’s in special education and she did not live in Nashville at the time. We weren’t in touch. It wasn’t like we were super close, but our moms actually were really good friends. And so, my mom was in town visiting me. We went to lunch with this girl’s mom, and she’s like, “what’s going on? Tell me what’s new.” And I said, “Oh, actually I’m working on this thing. I’m thinking about doing a summer camp, and I was like but I’m really nervous. I don’t really know where to begin. I need somebody to help me figure out how to adapt the dance curriculum for whoever signs up.” Her daughter’s name is Megan – and she was like, “you need to call Megan. She would have some great advice for you” because at the time she was in the school system teaching special education classes, but still teaching dance on the side. 

I didn’t know this, but she had a personal goal to eventually fuse those two things together for her career. And so, I was like, “yeah, I’m going to give her call.” So, I called her the next week and I’m like, “Hey, how you doing? First of all, I haven’t talked to you in so long, but here’s this idea that I have, and I’m hoping that you maybe have some tips for me.” And she was like, “Well, first of all, that’s awesome. Second of all, I don’t know if I’m overstepping here, but I would love to come up and teach the camp for you because I’ll be off in the summers” because she was teaching in the school system. And I said, “Yes, absolutely.” So, she came up. She taught that first camp. And, at the end of the week when all of the parents were coming in and saying they were ready to sign up for the next thing, I looked at her, and I said, “I know you’re going to think I’m crazy, and I don’t have any answers for you in terms of what this is going to look like, but, mark my words, this time next year, I’m going to open a studio where we can offer this all the time, and I want you to be there with me. I want you to help me build this curriculum and really make it something special and that’s legit” because I was missing a huge piece of what we needed to make it successful.” 

10:47

And so, she said, “Yes, absolutely, I’m in!” And within a few months, she talked to her husband and was like, we’re moving to Nashville. And so, she’s here. She’s our Program Director and she builds the curriculum for us. 

Melissa: Wonderful, So, is she your Program Director now? 

Lauren: Yes!

Melissa: Oh, that’s amazing. I just find it so fascinating, because I’ve started my own business as well, but I started in an area that, I was an expert in, so I had a lot of experience and expertise so I just find it particularly amazing. Honestly. 

Lauren: Yeah, and I’ve, of course, since done various trainings and lots of research. That’s a common question I get, and that’s something that I always have wanted to be very transparent about since that very first summer camp is like, “Hey, she’s our in-house expert of all things inclusive dance because that’s important: our families, they need to know that we know what we’re doing, and that this is a safe space for their kids or themselves. We have a lot of adults that sign themselves up for classes as well. And so, she’s awesome. I’m lucky to have her. 

Melissa: That’s amazing. And they say that’s part of leadership, too, is being able to understand what you know, what you don’t know, and making sure that in the areas you don’t know, you figure out how to get up to speed and assemble the right team. So, congratulations! It sounds like you’ve done just that. 


Lauren: Thanks! 

Melissa: So tell us about your studio. Take us to your studio: what does an inclusive dance space look like for people with disabilities?

12:07

Lauren: Yeah, I would say, at first glance, you probably wouldn’t notice that it’s much different than a typical dance studio. Whenever we first started, I remember having a conversation with someone in this coalition group that I had joined here in Nashville, and I was explaining to her what we were doing; I was like, “It’s not just for people with disabilities. We actually do have some people that come, that are typically developing individuals, but are intrigued by the idea that they can learn traditional dance techniques in a space that’s very unique because they are around people who they may not otherwise cross paths with – but we definitely don’t see as many of those students. So, it’s designed for people of various disabilities, but everyone is welcome at the same time,” and she was like, “That’s so interesting, you’ve basically just flipped a typical dance studio model on its head.” So, like you mentioned in the intro – especially now more than ever – and this is great -but places are wanting to be more inclusive, right? 

So, they are trying to open their doors to people of all different types of backgrounds, and whatever what you have, but we’ve done the opposite, where we have designed it for those people. But we’re also like, “Anyone else can join us, too!” Some examples of some of the things that we make sure that are always in place for our students or anyone that comes through the doors: we use a lot of visuals, that’s really helpful for our students. You were to go take a typical dance class, the teacher may start by telling you what to expect, or what we’re going to do. And sometimes, they won’t even do that. But for a lot of our students, knowing what is expected up front, and knowing what the schedule is going to look like is critical for them to have a successful class.

So, every single class, we start with a visual schedule. So, it’s not just words. There’s images that are incorporated into that so they know what’s coming and what they can expect and what we expect of them as well. So, lots of visuals. We have tons of sensory kind of tools and props that we incorporate into every class. We actually have a big sensory wall in the studio as well that’s just three different panels. So, one panel is zippers and doorknobs and latches, and then one panel is just like, these little small mirrors that you can see your reflection in, And then, one panel is all textile so it’s a rough piece of material and a really soft piece of material. And so sometimes we’ll incorporate that into a lesson in some way, or we also just make our students aware that if they ever need a break to calm down, they can go to that wall, and they can flip those switches and they can play with those doorknobs, and like that. That’s totally cool. 

14:43

But, we also have various things that we have in our storage closet that we bring into class as well. Scarves…there’s something like a sensory sock, which is basically like a full body sock – you can go into that just makes you feel contained almost – makes some people like me. Even I love a weighted blanket. It gives you that sensation of just, “Oh, I’m safe in here. OK, I’m held tight.”

We have lots of little fidgets that we’ll incorporate into the lesson. And that’s what I think makes us unique is that we’re not just saying, “here play with this fidget and that might help you calm down.” We use that as a starting point to create a lesson for movement. We have these tubes, they’re called popping tubes or something, Megan uses these a lot, and you’ve probably seen them if you have kids – you like pull them and they make a really, kind of a funny sound. So, you can make shapes with them, you can connect them. And so, we will have students, you know – an example could be that we say, “OK, everybody gets a tube. Make a crazy shape with your tube.” And they don’t know where it’s going, but they make a crazy shape. They make the shape. “Now, make that shape with your body.” So, then, they have to make that same shape with their body. “Now, make that a dance move.” Then, they have to make a dance move. Then we put all of those dance moves together, and we have a phrase. So, just finding really unique ways to connect all of the senses rather than just the physical body is also something that’s really important for our students. 

16:03

Melissa: Awesome. So, you mentioned the sensory wall that you have – that’s meant more for not so much for the act or the art of dance so much as giving people the ability to be able to create the space to dance, right? So if they need a moment to take a break, it’s almost more like a break wall in a way.

Lauren: Yes, there’s like a bench over there. And before students ever come to their first class, we have some materials that we send out, either to them or their parent or caregiver to prepare them. Again, it’s really just setting the scene for them before they enter the studio we’ve found is key. So, we have, again, using visuals, we have a visual it’s called a social story that we share with them before they come. And so, it just takes you through exactly what the studio looks like, exactly what the layout is, where the wheelchair ramp is, where the bathroom is, where the break room is, in case you need to take that break. So they know all of these things before they even get to us. And then, hopefully, that just makes them feel more comfortable once they’re actually there. 

Melissa: So, do you have feedback from your students on how they feel in the studio, or what inclusion looks like to them in terms of the studio itself? 

Lauren: Yeah, we are always looking for feedback from our students, because we want it to be – we realize that, not even just for people with disabilities, every single person on the planet is unique, right, and has different needs. And so, we want to make sure that we are catering to whatever that may be. And we actually just celebrated our three-year anniversary in the studio last week. And so, we had this little celebration party for some of our most loyal supporters. And we had two parents that spoke at that event. And they both were just sharing their stories. I didn’t ask them any questions. I was like, “I just want you to tell me about your experience being a parent of a student that comes to the studio.” And both of them put a major emphasis on how when they entered the doors, they felt like we just understood them. And that they feel, most oftentimes, misunderstood when they enter a new space. People don’t know how to accommodate to their child’s needs, and it’s not that people are trying to be rude or mean. They just really don’t know how to handle what they need. 

18:11

And so, that was huge to me, to hear that all of these little extra things that we’re trying our best to put in place for them, it’s actually working. They do feel like they’re heard, they’re understood, they’re seen. And I think the biggest part of that is us just being open to the feedback. And, making sure that they know they can speak up and say, “hey, this is not going to work for us.” And we say, “OK, we’ll order whatever on Amazon like right now to make it work or we’ll totally change the plan.” We joke among the teachers all the time: we have to be the most planned teachers, probably in the world, but also the most flexible and that your plan, pretty much – it rarely goes according to the plan that you have because you just don’t know what to expect based off who’s in the room and what kind of day they’re having. You’ve got to be ready to just roll with the punches. So, flexibility is key. 

Melissa: Why don’t we do that everywhere? Why aren’t we setting expectations in terms of what you are expecting from the kids? Asking for feedback and incorporating that immediately, right? Great idea, everybody, let’s do that!

Lauren: We will get that feedback from parents, specifically when we have kids that do not have disabilities that come to us. The parents will say things like that.  They’re like, “wow.” Sometimes, I say, I think our kids that don’t have disabilities they get more than anyone else does out of our program. And Megan and I had a conversation one time – I don’t remember really what we were talking about, I guess just accessibility things, in general – but she was like: imagine if the grocery store, for example. When you go to the grocery store, each aisle there’s all the words of what’s down the aisle. Imagine if there were just little images of beans, spices, fruit – you would navigate the store so much faster!

Melissa: So much faster! Maybe that’ll be your next endeavor, Lauren.

Lauren: Maybe! 

Melissa:  But I really that just sounds like smart communication skills. Like in other words it’s not that hard to be inclusive. I understand that takes effort and thoughtfulness and intentionality but it sounds sometimes so daunting and it’s really not.

Lauren: The basic principles of it are very simple. And I think that now in the world that we live in more than ever where it’s so divided and people just want to like disagree with each other. I feel like if places of business and just leaders had that approach, I think things would move a little smoother in a lot of ways. 

20:32

Melissa: So tell us about any mistakes that you’ve made along the way. Were there any key learnings on how you would do and what would you do differently?

Lauren: Yeah, I feel like we probably make mistakes every day. I know I do. Especially, like you mentioned, I think, starting a business in general, you have to know that you’re going to make mistakes all the time because you’re constantly just throwing things at the wall and seeing what sticks. And usually most of the things don’t stick, and so you just do it again until something does. That’s the part that no one else sees. Everyone else just sees what works. And they’re like, “Oh, my gosh. This is so awesome.” But there’s a lot that goes into that, right? But from the studio perspective just specifically I think in the beginning, we were so focused on – and we still are of course – but making it work for everyone and not having any protocol in place. Because, sometimes, certain classes aren’t going to be a good fit for every single person. And so, we would just be like, “nope, it’s fine. It’s fine. We’ll make it work; we’ll make it work.” 

And then unfortunately sometimes things can happen. Someone can get overstimulated because it actually wasn’t a good fit for them. There was too many people in the room, or the music was too loud, or whatever it may be. And things can go kind of south for a second. And someone may have an outburst of some kind or something like that. And it wasn’t that we weren’t prepared to handle those situations, but I think we were just trying too hard to be like this, “it’s got to work for everyone. It’s got to work for everyone.” And it still does, but what does that look like? So, we had to take a second and take a step back, I guess, and say, “OK, so, yes, we’re going to make this work for everyone, but there might be some people that can’t start in a group class right away. Maybe they have to start with one-on-one lessons, and then they build themselves into a group setting over time. Or maybe the class they really want to be in is just not a good fit yet. Not forever, but right now, it’s not. So, how can we make that a goal to get them into that class, so that it’s safe for everyone in the room, and everyone gets a good experience at the same time? Because we can’t put one person’s needs over another person’s needs. So, just trying to find ways to make sure that we’re still accommodating every single person, but that doesn’t mean that everyone has to be in the same group at the same time. If that makes sense? 

22:42

Melissa: It does make sense. And I love that idea. So it’s almost tailoring everybody’s experience: what they need with what you can offer with what takes into account other people’s experiences and building that. Yes, I really like that idea, because it’s not, “How do you take one thing and make it work for everybody?” But, you can take a series of things and tailor them all. So, I understand you’re expanding and making your programs available in more communities. How challenging is it to sustain your inclusive culture and hire the right people who share your vision and values? 

Lauren: So, we’ve been pretty lucky in that department. I’m definitely looking for very specific people to bring onto our team, and that they need dance experience, but they also need some professional experience either in an exceptional education classroom or maybe they’re an ABA therapist, or maybe there’s some type of experience that I did not have whenever I first started. Because, in the beginning, I didn’t put myself in classes solo until I knew that I did have the training and experience to actually lead these groups. And so, if someone comes to us and they want to be a lead teacher, they have to check all those boxes. And we’ve been really fortunate that we’ve had some really awesome people come to us that have both sets of experience, and they all have very different backgrounds. One is an ABA therapist, one is an exceptional education teacher, one, actually she came to us last year, and she was a part of a dance company (a professional dance company) that was physically integrated meaning there was like two halves of the cast in this company: one half, none of them have physical disabilities of any kind; the other half, they all have physical disabilities. So, she had this cool experience that no one else had of dancing with people who were different than her. 

24:32

So, it’s just making sure that you’re looking for the right type of people. And, like I said, we’ve been really fortunate that we’ve had some good people come our way. I think there are a lot of people out there. We have found since launching that there are tons of dance studios that are interested in having classes that are inclusive. They just don’t know where to begin. And I can relate to that, because that was me, you know? And so, we’re trying to figure out what that means for us: how we can help people launch their own inclusive classes and learn what we have had to learn along the way to make it happen. And so, hopefully, we can be a part of that in people’s experience as well. 

Melissa: So, where should someone begin when they’re trying to design either an inclusive dance class or just the concept of something more inclusive? Where do you begin? 

Lauren: I think that the number one thing that I would say has to be flexibility, which I’ve already mentioned because it is just a totally different ballgame. From a teacher standpoint: when I teach one of my classes at Move Inclusive Dance versus when I would teach a class at – I’ve taught dance for years, ever since I was 16 I’ve taught dance classes – and comparing the two: teaching at a just typical dance studio and teaching at Move Inclusive Dance, it’s exhausting because it is more everything. All of your senses are fully engaged at all times. Teaching, in general, you have to have a grip on what’s happening with every student, but it’s amplified by 100 in this setting because it’s just so diverse. You’re going to need to be flexible in that way and ready to just turn it on. 

26:07

You’re also going to need some sort of support, some volunteer support, depending on who signs up for the classes. Getting as much information as you can on the front end from the parent, or the caregiver, or the dancer themselves, about what their needs are. “What do we need to provide to make this successful for you?” That way, you can be prepared. Now, I will say, that can go either way: sometimes we’ll have parents that give us so much information, and we’re nervous, like, “oh my gosh, OK, are we ready?” And then the kid comes in, and they do fantastic, and they’re great. Or you may have a parent that is like, “no, I think we’re good,” and they show up in and you’re very unprepared. So, again, flexibility. Just being ready to roll with it, but you’re going to need support. You’re definitely going to need support. So finding some good volunteers is definitely key as well. 

Melissa: So, kind of related question but slightly different: what’s the biggest lesson you’ve learned in creating an inclusive space? 

Lauren: Gosh, the biggest lesson that I’ve learned… I learn lessons every single day, and I find myself saying this often, but it’s so the truth: I learn from our students, they teach me more than I could ever teach them. I’ve heard Megan say the same thing. It’s such an incredible position that we’re in to work with these people because, for me specifically (again, not growing up around anyone with a disability, not having a formal education, if you will, in disability studies), I didn’t really know what to expect. I had this place in my heart, obviously, for this community, and I wanted to use the skills that I did have to create opportunities for them, that I felt like they deserved, and they needed and why wouldn’t they have access to them? But, at the same time, there were so much for me to learn, and I didn’t know what to expect. And I mean this in the best way possible: I was so surprised at how able all of my students were. And I think a lot of times we work with a lot of people who are non-verbal, for example. So, a lot of times, people who don’t know any better, may not know what to expect in terms of what they actually know or what they can communicate with you. They just do it in a different way, is what I’m trying to say. 

28:10

So, every single person has so much to bring to the table. It may not look like what you have to bring to the table, or they may not do it in the way that you would, but that doesn’t mean it’s not there. That has been really eye opening for me to just see what’s inside all of these people that we’re working with and how we can use dance to bring that out of them. Dance is just like the vessel: it’s not necessarily that we’re trying to make really skilled dance technicians. We do have some dancers that have unbelievable raw talent and could totally have a future in dance. And that’s super cool to see, but our goal is just to use our skill and our craft, which is dance, to bring their potential out of them so they can be better people, they can be more confident, they can make friends, they can go out and get jobs. That is the core of what we’re doing. 

Melissa: Do you have any advice, then, given all of this, for corporate leaders who are trying to create more inclusive spaces so that their workforce feels much like your students do? 

Lauren: Yeah, I think, just keeping all of those things in mind. Again, I’ll say, I guess this is the third I’ve said it: flexibility, flexibility! And knowing that just because you’re used to your typically developing workers doing things a certain way, that doesn’t mean that you can’t still get to the end goal with it looking different. You may need to provide those visuals. You may need to provide more upfront expectations of them. So, it may require you to come out of your comfort zone a little bit, but the end result is so worth it. And I’m, of course, speaking, mostly to intellectual disabilities right now, but on a broader spectrum, like for physical disabilities, just making things accessible. And we don’t currently have anyone with a disability on our staff or our board, but that is a goal for me, so if there’s anyone listening that’s very interested, hit me up! I realize that as we continue to grow and expand this organization, I can do all the research in the world, Megan can do all the research in the world, our families can tell us their opinion all day, but I don’t know what it’s like to have a disability. And so, I need someone in my corner giving their personal perspective and opinion.

I was talking to a friend of mine who uses a wheelchair about this recently, and I was like, “How do I find someone? Is that weird for me to approach someone and say, ‘hey, would you ever be interested in being on my team?’” And she was like, “No, don’t be afraid to ask, but also know that, say you find someone that has a physical disability of some kind, and they say, “Great, I want to be on your board.” Well, just know, you might have to adapt the way you do things.” She was like, “Are your board meetings in-person or are they virtual?” And I said, “Well, they’re usually in person.” And she said, “OK, well, you might have to always offer a virtual option because they may not be able to physically get to the space that you’re having your meeting in.” And just things that we don’t think of every day. So just having a very open mind and not being afraid to ask. Because I have found, in my experience anyway, that these people, they want to be included. They want to be a part of it, and they’re happy that you want to include them, genuinely. And it’s not just about checking a box and saying, “Oh, we have a person with a disability on our staff or our board.” It’s like, well, we really value what you bring to the table, or what you could bring to the table. So, how can we make this happen?

31:33

Melissa: Of course, it makes sense it would only continue to enhance what you offer to your students, I imagine, getting different perspectives.

Lauren: Absolutely. And not only bring another perspective, but also, I think it’s so important for them to see someone who may look like them doing it, and they can think, “Oh, well, I could be a dance teacher one day. Like, why not? Why wouldn’t I?” So, next year, we actually have a project that we’re going to be launching where we are bringing in a professional company that is a physically integrated dance company to come in and do an artist residency where they’re going to teach some classes to our students. And we’re going to open some stuff up to the community and do performance as well, because I think that’s so important that our students see people like them doing this. 

Melissa: So, here’s a question for you that we ask all of our guests: What’s the first word that comes to mind when you think of culture? 

Lauren: I would say community. Again, referencing those two parents that spoke at our three-year anniversary party last week, they both highlighted how our organization, specifically, is not just a dance studio for them. It is truly a community that we have built, and that culture that they feel when they come through the door of being included and being heard and being seen means so much to them on the caregiver side. And yeah, community is the first word that comes to mind for me. 

32:52

Melissa: And if you could have a superpower, what would it be? 

Lauren: That’s an easy one for me. I would be able to be in multiple places at one time. I’m sure the other business owners can relate to that, too. It would be, yeah, nice to clone myself. And I’m actually getting ready to have my first baby, so I’ll be a new mom soon.

Melissa: Congratulations!

Lauren: Thank you! So, I’m probably going feel that way even more soon. 

Melissa: You will, I guarantee it! 

Melissa: Thank you so much for all of your insight. I wish you the best of luck as you continue to expand this so important dance program. I’m so excited to hear more about you and what you’re doing and thank you to our listeners for joining us. We have more inspiring conversations coming soon with leaders who are innovating when it comes to creating inclusive spaces. So, be sure to subscribe to cultur(ED) wherever you listen to your podcast so you don’t miss an episode. All right, thank you, Lauren!

Lauren: Thank you!

Embracing the power of childhood curiosity in the television industry with Paul Siefken

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Embracing the power of childhood curiosity in the television industry with Paul Siefken
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Won’t you be my neighbor? We know the beloved Mister Rogers’ quote well, and in this episode, Melissa chats with Paul Siefken, President and CEO of Fred Rogers Productions about how we can keep asking those big questions of ourselves—whether we’re in tv production or accounting—to encourage childhood wonder and enthusiasm every day.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior, your host. On this podcast, I talk to top culture makers in the world today to impact the visible and not so visible forces that often make up this overlooked superpower of organizations. In season three of cultur(ED), we’re featuring changemakers from the arts industry. Today, I am excited to be talking to Paul Siefken, President and CEO, Fred Rogers Productions. This production company builds on the legacy of Fred Rogers by creating quality programming for children that encourages enthusiasm for learning. Welcome, Paul.

Paul: Hi Melissa, thank you so much for having me today.

Melissa: Thank you so much for joining. I am really excited to learn more about Fred Rogers, especially since Fred Rogers is the icon so many of us grew up watching. In fact, I feel like I’d probably have to refer to him as Mister Rogers. So, tell us, what in your mind is so special about Fred Rogers, and how do you embed those qualities in the culture and in the work that you’re doing?

Paul: Well, I’m glad that you’re starting with an easy question.

[Melissa laughing]

Paul: What is so special about Fred? It is a big question, because he was special in so many ways. For me I think what strikes me about Fred was that he was just this extraordinary talent. And you know a lot has been said about Fred and his approach to kindness and neighborliness, and all of that is absolutely true, but when you’re at the production company that he founded, I think that we look a lot at the talent that he brought to his work. When you think about it, he was a writer, he was a father, he was a musician, an actor, and a puppeteer. On top of that, he was a child development expert. He was a Presbyterian minister and I like to think he was a philosopher. I think the thing that he was most proud of was being a good neighbor, right? So, he was a very complex man with a lot of talents and what we’re able to do, when we think of him in that way, is realize that he made a choice, right? And the choice that he made was to take his talent and to use it for the benefit of young children.

[2:20]

Paul: And, so, when we see that, we look at it in that way, kind of our course forward is really clear. We should do what he did, right? We should make that conscious choice to bring the talent of every individual at the organization to the benefit of children and families. And you know, another thing that I think he was kind of wise about was that in the late sixties, he recognized that television was an extremely powerful medium, right? And he wanted to use it to model life lessons for young children. And the way that he put it is to show them what the good in life is all about. And he respected the power of television to sort of influence people. And you know, when he was inducted in the television hall of fame, he essentially asked the other people in the television industry, the audience there to join him in making that choice to make quality television that people can see the good side of life rather than the bad.

Paul: So, fast-forward to 2021 and if television was a powerful medium when he started, you know, media in general is exponentially more powerful. And so, we want to continue to use the power that media has to help children, and we do that by working with incredibly talented people. And working with the people who choose to kind of bring their talents to making the highest quality content for kids.

[4:04]

Melissa: So, it’s funny, listening to that list of Fred Rogers’ talents suddenly makes me feel like I probably need to step it up at my own life. I am thinking, wow, that’s an incredible list of talents. The other thing that really resonated or struck me with, what you had just talked about was, it sounds there’s so much discussion in today’s world about what resonates with employees is being purpose driven and working for purpose driven organizations and that’s really something that I think came through at least in listening to, came through to me, is it sounds like Fred Rogers Productions Company is very purpose driven.

Paul: I think so. I certainly try to encourage and repeat to our staff and my colleagues how important the mission of our organization is. Most of the time it’s proven out through the incredible work and the actions that they do every day to make sure that we’re respecting our audience enough to give them our very best.

Melissa: Paul I also understand of your leadership that Fred Rogers Productions has experienced tremendous growth and has earned a national reputation for innovative storytelling. So how do you innovate on the work of an icon and how have you been so successful in this group?

Paul: Well, thank you for the comment. We’d like to think of ourselves as storytellers.

You know, again, I talked about Fred’s talent. He was the creator of Mister Rogers’ Neighborhood. He had a very clear vision of what that program was going to be and then he pulled together this amazing team of people to help bring his vision to life. So, what is our mission? What is our task in terms of building on that legacy? Well, I think that what we’ve tried to do is not say our mission is to try to replicate what Fred did. That was Fred’s vision. So, what we do is try to start with the vision of highly creative people and do what we can to bring that vision to life.

[6:15]

Paul: You know an example of that is our new series that’s premiering in October. In fact, coming October 4th on PBS kids at 8:30 AM. And it’s a show called Alma’s Way and it was created by a woman named Sonya Manzano. Many people know Sonya as Maria from Sesame Street. So, Sonya had this real vision of what she wanted to do, and that was that she wanted to show children that they have a mind, and they can use it. That was her vision. How do we do that? And she had come up with a main character whose name is Alma. Who grew up in the Bronx just like Sonya did and who is learning how to make decisions for herself. So that was her vision. How can we show kids how to practice making decisions for themselves through the life of this young girl, who looks a lot like I looked when I grew up in the Bronx? Speaking for Sonya here. And that’s the vision that we took with her, and we built a team around her to make sure that that vision was executed. Sonya is not Fred. Sonya has a very different vision. She has a very different talent, but her goal is to help children to navigate the world. And so, in that way she is just like Fred. And we can say the same thing about Jennifer Oxley and Billy Aronson who are the creators of Peg + Cat or Angela Santomero who is the creator of Daniel Tiger’s Neighborhood or Ellen Doherty who Through the Woods. Tim McKeon and Adam Peltzman created Odd Squad. Adam and David Rudnick, who worked with us to create Donkey Hodie. Those are the visionaries, and our job is to make sure that we can surround them with team to make sure that we can execute and create the program and content that kind of fulfills their vision. So, that’s kind of our approach to really support people who have a clear vision for how they want to reach kids.

[8:26]

Melissa: How do you build the culture around the visionaries that enables you to be so successful?

Paul: I think it’s a lot about relationship building. It’s about building trust. I can use Sonya again as an example. I had met Sonya a couple of times, I think Ellen Doherty, our Chief Creative Officer, had as well but when we were kind of matched up and we heard her idea, there was a period of time when we had to kind of get to know each other to build trust and then to build the team that worked best for the program that she wanted to make. So, it involves finding the right head writer and it involves finding the right educational advisors. It involves finding the right production team, animation team. It’s building that team, so that they’re all sort of on the same page and it takes a long time. Again, I’m talking about Alma’s Way. We first started working with Sonya five years ago and that show now finally premiers next month. So, you need to have the patience and the time to build on that trust.

Melissa: So one thing that kind of struck me as well and we’ve been talking about Fred Rogers vision around using all his talents for children. And from what I understand, you say at Fred Rogers Production that children come first, now and always. So, I’m interested, because I’m guessing your workforce is not comprised of children, but adults. So, how do you serve an audience that isn’t represented in your workforce?

[10:05]

Paul: Yeah, let me re-iterate and make it very clear, that we don’t employ children.

[Melissa laughing]

Melissa: Good to know. Good to know.

Paul: But it is an interesting question. Fred had a quote that he liked to say, he said that, “the child is in me still and sometimes not so still,” which I thought was a great way of sort of capturing the sort of energy of childhood. Another person that I read a lot about and I grew up watching all of his work was Jim Henson. He had a quote that was “the most sophisticated people that he knows, inside, they’re all children”. And so, you know, I think that when you’re doing work for children, we look for people who have kind of a childlike quality, on top of, of course, patience, for that particular position. You know, during the interview process, I will ask new employees, do they like or do they watch children’s television? What’s their favorite? Which is a perfectly expected question if I’m talking to a production person, but maybe not for an accountant, but I ask accountants as well because we want people to understand that this is what we do and we want everybody to be interested and involved. So, we try to foster that. We have before the pandemic, but also during. We try to do regular screenings for all of the staff and not just of our work, but of other people’s work so that we get to have a feel for the industry that we work in, the messages the children are getting. And, you know, remind people that in the midst of all the hard work that we’re doing at the end of the day, it’s pretty important to sit down and watch some kids TV. And you know, I think that there is nothing more powerful than a child’s curiosity and enthusiasm. So, if we can find that kind of curiosity and enthusiasm in our workforce, that’s incredibly beneficial. You know, when you think about kids, they ask me questions and so we’re looking for people who are willing to explore those kind of big questions, so that kids can say, here’s an organization that thinks big like me. So, what kind of big questions am I talking about? Why is the sky blue? Why is water wet, right? Those seem like pretty typical questions, that are kind of questions that kids have. They’re super complicated questions and if you’ve ever been a parent driving a car with a three-year-old in the backseat and they ask you that question you might chuckle and say, oh, that’s such a kid question and then you try to answer and you realize…

[12:40]

[Melissa laughing]

Melissa: You can’t.

Paul: Let’s appreciate that, and how can we think like children and think about big questions? Because that kind of energy can really kind of supercharge somebody’s work. Again, whether they’re in production or they’re in marketing or they’re in finance.

Paul: The other part of the purely for production but also for our outreach and marketing is that we don’t sort of just trust our instincts on this. You also don’t trust your sort of memory of… I remember when I was a kid, we have a whole team of child development experts that we work with, different child development experts for different projects and we check because, you know, you may believe that you remember what it was like to be three or four years old but I’m here to tell you that you don’t. So, when we’re able to work with advisors who are experts in the field of child development and they’re able to remind us of the abilities and the thought processes of a three-year-old versus a four-year-old versus a five-year-old versus a six-year-old. That’s extremely helpful in what we do, so, we value that expertise in really, in the same way, that Fred did. He trusted his teacher in child development, Margaret McFarland, for his entire career. He would sit with her and go over scripts and ask questions and we do that same thing now to make sure that we’re getting it right.

[14:02]

Melissa: Now, one thing we talk to our clients about a lot is the importance of not just saying someone is a cultural fit but understanding what makes up your culture. So, it sounds very much like you’re doing what we often coach our clients on, which is understanding the importance of, for example, being childlike yourself or having childlike qualities and understanding the importance of that, so much so that you’re not only asked some of your quote unquote frontline staff but also folks like your accountants and things like that, so it does become part of your culture. So, I love that, I think that’s what creates part of the culture, is when you find people with common qualities or common traits that you all share and build the organization around them.

Paul: Well, thank you.

Melissa: One of the things that I have found, and I even remember watching or seeing as an adult, is a clip of Mister Rogers and Officer Clemmons played by the Black actor, Francois Clemmons, placing their feet in the wading pool together. Back in 1969, I believe is when it was aired, and it was during a lot of civil unrest over pool segregation policies in the US. So, I’m curious like this is clearly such a simple way to make a statement, yet powerful way to make a statement to both children and adults. So, I am curious, given where we currently are in our in our nation amidst COVID, and Black Lives Matter, and highly charged political discourse, how are you and your organization going through the process of figuring out what issues you address and how you address them?

Paul: That’s a wonderful question. And yeah, you did a really great job actually putting that moment from Mister Rogers Neighborhood into context. You know, Fred was responding to such kind of an unbelievably dehumanizing practice that was going on throughout the country.  You know, the issue of segregated swimming pools was not just a thing in the South. It happened everywhere. It happened here in Pittsburgh. [16:04] It also was something that is extremely impactful for children and families. It was something that they experienced in a very real way. Kind of visceral. And so, for him to take that on so kind of elegantly, there is a reason why that’s an iconic moment. The past 18 months to two years there’s been a lot of complexity to the challenges that have been going on with the pandemic, with the social unrest around George Floyds murder and the growth of the Black Lives Matter movement. It’s something that’s been tough for young children to totally understand in the midst of also an historic presidential election. So, when we think about how to address these issues, I think that you can have both a short term and long-term approach. When you’re dealing with animations, sometimes it’s pretty difficult to be topical because the animation cycle is tough, to go from no idea and script ultimate product. But in the short term, in the midst of the pandemic, we’ve done a number of things. Last August, we kind of stopped production on one of our programs, Daniel Tiger’s Neighborhood and we produced a special that was called Won’t You Sing Along with Me? That was one hour. It was kind of a compilation of previous episodes but also some original animation that sort of depicted Daniel Tiger struggling with not being able to gather with his friends to go to school, to do all the things that children at home were experiencing. We applied a number of the strategies from that program, and it existed for years, directly to issues that were front and center because of the pandemic. So, we hurried that to broadcast in partnership with PBS and it was extremely well received, which made us think that it was needed in that month of August, in terms of streaming videos and that’s free streaming video through PBS. Daniel Tiger was streamed 80 million times in the month of August.

[18:13]

Paul: We also participated last October in a PBS special. It was titled, PBS Parents Talks about Race and Racism. And it was a really innovative idea to essentially have families on set and having your family on camera watch, along with you, a scene from PBS kids’ episode.

It started with the scenes from a Daniel Tiger episode where the strategy of that episode was that in some ways we are very different, but in so many ways we are the same. And in that episode, we worked very hard to sort of play out the way that preschoolers notice differences among each other. And, they are very matter of fact about it and will compare each other’s hair, clothes, or skin tone. That’s just the natural way kids look at things. And in that episode, they actually, you know, there’s a number of scenes where we have Daniel comparing the fur on his hands to Ms. Elena’s skin. And then in that special, they cut to the families doing the same things and talking about the differences in skin tone and what that means. That we are all different. But then again, talking about how we’re mostly the same and that is kind of the level that is understandable for preschoolers and is also very impactful to let them know that it’s ok to notice differences. What didn’t come up in that, but that special has won an Emmy. It was brilliantly done. We were happy to be part of it.

Paul: I’ll throw in another, ya know, One of Fred’s favorite sayings is a Quaker saying is that “attitudes are caught not taught”.  And that kind of it is you take that to heart. We use the word model in our mission, not teach. Fred never saw himself as a teacher. We don’t believe that we’re teaching kids but through the actions of our characters, we’re modeling for them how to be excited about learning and exploring the world. And we hope that we can also model for parents how they can interact with their children in a way that helps them understand the world and the differences in the world a little better.

[20:27]

Paul: Some other things we did during the pandemic. You know, public television we are lucky enough to work with PBS, but PBS is a collection of independent public television stations all around the country. And years ago, we started something called, Be My Neighbor Day with them. The premise was this, if we were to bring Daniel Tiger costume character to your station and provide a grant, we partnered to do this for years now. What event would you throw? It was free for the children and families in your community to come and meet Daniel Tiger, and while they were there, how could you expose them to the opportunities in your community for them to get involved in their neighborhood? Can you teach kids that they can make a difference in the community they live in? And one of the requirements is, you need to partner with a unique organization. You can’t just do this yourself. So that’s the charge and with 350 different public television stations around the country, we’ve been doing about 40 of these a year. Everyone is different because stations are now being empowered to reach out to their community and address the issues or challenges of their community and attach them to Daniel Tiger. So, during the last year, we haven’t been able to go into communities in the way that we have in the past. However, we’ve done a lot of virtual visits with Daniel, and we also had families drop off food, and clothing, and school supplies. And we might have Daniel Tiger there waving with his mask on because we have masks for all our costume characters so that kids could still get that sense of contributing near their community in contributing to their community as inspired by Daniel Tiger.

[22:19]

Paul: So yeah, those are some of the immediate things we tried to do. Longer term, we found then, a lot of the issues that we come up with our regular programs are both timeless and timely, right? The show that we launched in May, Donkey Hodie, its core learning goal is to model resilient children. Now, we came up with that concept five years ago because resilience has always been important for young children if they’re going to be, you know, entering school, kind of ready to learn. In fact, most teachers know that things like resilience and self-regulation, executive function skills, are more important than literacy and math for three and four year olds who are about to go into Kindergarten. But how much more important is resilience now for kids? Because they’re having to overcome enormous obstacles having been separated from one another, from schools, from learning, from teachers, from friends. And so, however, we can model through the stories in Donkey Hodie, some of the ideas of setting goals and overcoming challenges, dealing with failure and persisting when things fall apart, the better. And doing so with a positive attitude, You know, having fun along the way. Giving them songs to sing about resilience. That lets them feel like the challenges ahead of them are doable and empowers them to move forward. So, it’s a really long answer but we’re really invested in trying to make sure that children are receiving the tools that we can provide in the midst of a really tough time.

[24:06]

Melissa: So resilience, I think, is also something that’s so important, not only within our children today, but I think important, even in the workforce. Is resilience, something that you all talk about as well in the workforce and use some of the concepts that you’ve talked about in your programming in your workforce or reinforcing in your workforce itself?

Paul: It is. One of the mantras that we have from Donkey Hodie is “we can do hard things” and we’ll repeat that sometimes “and remember, we’re lucky,” he says, “we can do hard things”.

Melissa: I think I might even use that this afternoon. We can do hard things. I have a team that I was just talking about yesterday. We have a challenge on our hands and so I love that. I love, yes, it is going to be hard and oftentimes it is hard to overcome a challenge, but we, That’s what the great thing about being human like, you’re saying, is being able to use our brains to figure it out.

Paul: Yeah. And that’s empowering, right? To say those, “we” statements, those empowering statements and make them simple, right? And, again, we’re going to encourage children to have that kind of confidence, and that positive attitude you should have in yourself.

Melissa: So, I understand the core values of your organization are: respect, thoughtfulness, difference, and craft. And I think that’s such a great combination of being simple, but also very relatable. So, how do you use these core values? And, how do they show up in your daily work at your organization?

Paul: So, the core values, were the result of you know a group of the leadership team from all of our different departments sitting around and really digging deep on what drives us as an organization. When we came up with those four, we felt that each of them apply in two ways, right? To the audience that we serve, but also, to the way that we work with one another.

[26:00]

Paul: We want to make sure that we are bringing the very best of the best to the kids that we are serving and that we want that we want to have pride in our work, so we don’t skimp on quality.

How do I incorporate that into day-to-day work? You know, at the end of every week, during the pandemic, I send out an update every Friday afternoon and it started off as an update on where are we in COVID world. And it’s interesting to look back at that, back in March of 2020. I think my updates were, you know, expecting to be back in the office in three weeks and now 18 months later, the updates are so status as usual, we’re still going to be working from home, but then I took that time to do shoutouts to all the incredible work that different individuals did that week and I tied it to those core values. So, examples of how certain employees showing respect for another employee or for the audience. And have also tied that to sort of our goals for the year in terms of if it can be a metric. It’s our monthly staff meetings. Making sure that we are highlighting how we are executing on our core values on a regular basis, month by month. And just by virtue of sort of checking in on that. I’m looking to see how different departments how we can see examples. It’s uplifting. Yeah, it helps them to embrace the core values. We want them to kind of be recognized for how they’re living out the core values in their daily work.

Melissa: Yeah, I’m a big believer in core values and it’s important, I think to do, just like you’re talking about to continually reinforce them, because I feel like if you don’t talk about them and reinforce them, then, they are only what they are on paper. So, I think it’s so important to continue to re-iterate why they are your core values. So, it sounds like collaboration with partners is a big part of your business strategy. And I imagine it’s important for partners to align with the vision that you’re talking about in the culture that you have. So, how do you attempt to ensure a culture fit of your partners before entering into your partnership?

[28:22]

Paul: I think folks might be surprised because of the long history that we have. But there really is no, sort of, Rogers Production’s way of doing. And so, different shows feature different partnerships, may call for different ways of doing things. And which maybe because that’s one of our core values differences, so, again, this kind of goes back to what we talked about before.

Honoring the talent and working with the talents that people bring to work and identifying that people are making choices, embracing those choices. So, a lot of the folks that we work with on their programs. Yeah, most of their work has been kind of commercial kids media, right? And they’ve done wonderful work in commercial kids media but we want to make sure that they know that sort of the door is open for when they want to do something, that’s particularly educational that is really kind of a particular value to kids. That they can make that choice and then choose us to work with because we’re here to empower their mission with kind of our passion for that kind of content. So, we’re here to match them with advisors that are going to make the most of their work. We’re here to help with research and development. To make sure that it’s refined, and it can have the biggest impact that we possibly can. That said I’ll go back to sort of expectations of our organization. I think sometimes people are relieved when they meet us and they’re like oh, you want things to be funny? Oh, good. I wasn’t sure if you wanted us to have fun. And, and we’re all about, like, funny content for kids that’s extremely important. The way I explain that to folks who sometimes raise an eyebrow, “you dare to be funny”. First of all, Fred was a very funny guy but second of all, I mean when you think back at the best teachers that you ever had. Generally, those are the ones who are most entertaining. They were the most engaging. They were the most fun.

[30:38]

Melissa: A couple of final questions we ask all of our guests. What is the first word that comes to your mind when you think of culture?

Paul: This is going to sound corny, but I really believe it. I think mission and values drive culture.

Melissa: Great, and if you could have a superpower, what would it be?

Paul: Listening.

[Paul laughing]

Melissa: Tell me more.

Paul: I was introduced to an acronym that maybe has been around for a long time, but it resonated with me, and that’s wait, W-A-I-T, which stands for Why am I talking?

Melissa: What does it stand for? Say that one more time, please.

Paul: W-A-I-T, it stands for Why am I talking?

Melissa: Oh, why am I talking? Got it.

Paul: And so, you know, bringing that acronym to any meeting that you’re in a particularly if you’re in a leadership position is important, because if you’re asking yourself, why am I talking? You maybe you remember that it’s more important to listen. Now, when I share that with people, and again, this was shared with me from an outside organization, I think it’s been around for a while but the other part of W-A-I-T for those who maybe don’t participate sometimes, is to ask themselves, why aren’t I talking? And you know, so depending on what your role is often in meetings, to think about that acronym WAIT. That’s really resonated with me. [32:08] But for me, listening would be a great, it is a great superpower. You know when you get experience over years of doing the same thing, sometimes you are tempted to jump in with a solution and sometimes even before you hear the problem. And so, the most important thing I think is to listen to the challenges that individuals have in your organization and, you know, provide them feedback that can help them come to a solution. But that’s not a bad superpower when you have a family, either. Yeah, I try very hard to remember to listen. I have a daughter who is 17 and a daughter who is 19. They’re not so interested in dad fixing that a lot but sometimes they just want dad to listen. So that’s a great superpower.

Melissa: Wonderful. Well, thank you so much, Paul, for all your insights today. I really have enjoyed learning more about your story and learning more about the Fred Rogers Production Company. So, thank you so much.

Paul: It’s been my pleasure. Thank you for having me.

Melissa: Wonderful, well, thank you.

Marching to a winning beat with legendary band director Dave McKee

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cultur(ED)
Marching to a winning beat with legendary band director Dave McKee
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How did Dave McKee build a winning culture over his 32 years as Marching Band Director at Virginia Tech? He shares how to hit the right notes for building strong relationships and leaders.

Please note that this episode discusses how the band endured the tragic 2007 shootings on the Virginia Tech Campus.

Melissa:  In season three of cultur(ED), we’re featuring changemakers from the arts. Today, I’m excited to be talking to Dave McKee, legendary Band Director for Virginia Tech’s marching band, Marching Virginians, for 32 years. I’m also joined by Susan Nealon, who was in the marching band under Dave’s leadership and also heads up our marketing team here at Eagle Hill. We thought it would be insightful to hear from someone who lived the culture that Dave established for the marching band. Welcome, Dave and Susan. Thank you both for joining us. I wish I had a Drumline on hand to extend you the type of welcome that the band is so famous for.

Susan: Thank you.

Dave: Thank you.

Melissa: So, let’s just dive right in. Dave, Lane Stadium is legendary with over 65,000 fans. Not only is Virginia Tech considered to have one of the loudest stadiums in the country, but it’s also been voted number one in ESPN’s Top 20 scariest Places to Play Football. So, you’re the Band Director for The Marching Virginians for 32 years. What was it like to lead 330 college students as they entertain the Virginia Tech fans in the scariest stadium in the US?

Dave: Well, it was a scary job in many ways. But it was most of all an unbelievable honor, to just speak with you all this morning. It was a great honor to have that position for that long. It was a challenge that changed almost on a daily basis. It was just always opportunities for new things and new horizons. The biggest thing it was for me, was an opportunity to have students who became lifelong friends. In my last year, there were 10 second generation MV’s on the field, meaning Mom and/or Dad were students of mine earlier in my career. That was both very humbling and very, very cool.

Melissa: Oh, I can only imagine how proud you must be to have seen that thread.

Dave: Yeah, it was, it was amazing. It was—I couldn’t yell at these kids, I couldn’t. You know, I’d look at ‘em, I’d see their parents. I’d see their parents’ faces come together, and I’d get a tear in my eye—it was, yeah. But it was—it was awesome.

Melissa: So I’m curious why, from your perspective, why has it been voted the top scariest places to play football?

[2:10]

Dave: I think it’s really loud. Susan would agree with this is. You know, there are bigger stadiums out there—The Horseshoe at Ohio State, Texas A&M. But we had students who went to those games over the years, and they’d always come back and say, you know, there were more people, but it wasn’t loud, as loud as Lane is. Lane Stadium, because of the way it’s built, the front row is within 15 yards or less, from the field. And people who are up on the front sideline make noise and people 10 rows back make noise. So, it’s remarkable how loud the place is. And I think, at the point where it became the scariest place to play football, Tech was winning like crazy. I think they’re winning some now. But I think at that point, it was a tough place to play, you know, Virginia Tech and ESPN decided that Thursday night games were a great idea. So, the band, the team, the whole area here was live on TV every Thursday night. They kind of felt like they had something to prove. So loud was one of the ways we did it.

Melissa: So, how do you stay focused and keeping your team focused with so much distraction, especially being so loud?

Dave: Well, you know, I think distractions are a way of life for all of us now. I think, you’re gonna hear this one common line throughout our time together. Never, never assume. I mean, I’ve worked with brilliant kids. You know, never take them for granted. They were all smart. They were all motivated. They wanted to perform well. They just kinda shut out all the distractions; whether it was the crowd, whether it was the game, whether it was the weather, you know?

Susan: Dave, one of the things I am always telling people about, who haven’t been to a football game at Tech is the experience. When the football players come onto the field, and Metallica’s, “Enter Sandman” is playing.

[4:02]

The entire stadium, you know, everybody’s jumping up and down, screaming at the top of their lungs, I literally get goosebumps every time I’m there. And, I was reading as we were doing the research to interview you today. And I didn’t realize, at least the story goes that, it was a Marching Virginian who came up with that jumping up and down on the bleachers. So, I’m kind of curious, what’s really the story behind that?

Dave: Stories are great, aren’t they? They’re wonderful. Well, you know, let’s start with this reality. I think “Enter Sandman” and a lot of great game day traditions at Virginia Tech, began like they do in many sporting events. That is, they begin by accident. I don’t know the exact game or date. But I think the marketing folks at Virginia Tech started using “Sandman” in the fall of 2000, and later that fall, the Marching Virginians were doing pre-game. So we were actually on the field, in the tunnel, for the team run out through. It was brutally cold. Kids are standing there, they’re pumped about the game, they’re excited. And one kid, whether he was excited, or whether he was just cold, started jumping up and down. The kid next to him started jumping down and of course, it doesn’t take long. You know, the mob mentality. The moment, the moment one kid was jumping, 10 kids were jumping, 330 were jumping. Within seconds, the whole stadium, was jumping, and literally, literally, within seconds, a new tradition was born, you know? Many, many of those game day traditions literally just happened by accident, that was one of them.

Susan: My God. That’s so cool.

Melissa: That is cool.

Dave: It wasn’t cool, it was cold, I remember. I remember how cold it was that night.

[Laughter]

Dave: I remember when they came off the field, as I might have been prone to do from time to time, I had this kid in my eyeballs who had started this, and, you know, as they came off the field, he came up to me and said, “What’d you think?” And I said, “What were you thinking?” And of course, by then, you know, there was no stopping this. It was, it was a great, it was a great thing.  And again, it has just happened, int the moment, it was spontaneous. Nobody scripted it. It just happened. Sometimes, it’s just the way it works.

[6:17]

Melissa: So, while you lead the Marching Virginians, Virginia Tech football also went to a totally other level and consistently ranked a top 20 team. So, talk to us a little bit about that journey from the Marching Virginians perspective, and how it evolved with the recognition that Tech was getting on a national platform.

Dave: Yeah, I’d love to tell you the Marching Virginians became a household name all by themselves, but we absolutely did this on the back of Frank Beamer and everything he built in football. He once described the Marching Virginians to me as the soundtrack of Lane Stadium. And I think I think he meant that. I think the long stretch of bowl games for the band gave us the opportunity to share the field with some of the truly great bands in this country- Texas, Florida State, Alabama. We were able to learn from them and steal ideas from them. I told you I was a thief. Seeing, being on the field with Texas gave us ideas that we hadn’t had before. We just didn’t know. We didn’t have a lot of bands coming to Blacksburg at that time because it’s, quote, “so far out of in the middle” you know, no one wants to come all the way down there. But I think that helped a lot. I think seeing all those bands and bowl games helped. I also think, again, well, I think of those Thursday night games. And there was always a camera near the band, and there was always a sound that was being mic’d. So, we had to impress upon the students that everything mattered just a little bit more.

Melissa: So let’s talk a little bit more about your idea, this concept of stealing ideas. Because I think this is something I talk about with my team is, what are your various different sources of inspiration that you can tap into, in order to be able to find new ideas and bring them back to either your organization, your role, your team, whatever it might be. So let’s talk a little bit about that. Seeing these other bands and being this thief and stealing ideas. Tell me a little bit more about that.

[8:17}

Dave: Well, probably like everybody else, you know, we all, we all think we know all the answers, particularly when we’re younger and the best way to learn is by dropping your guard and picking up the phone and calling a colleague and saying, “Hey, that was really cool how’d you do that?” Or “Hey, we’re having a situation with leadership, for example. How can we do this better?”  I think you’ll watch other bands. You watch how they operate, you watch how they are taught. I was, I’m a conductor as well, you know, with a concert band and I’ve learned a lot from watching other conductors, both good and bad. I’ve watched a lot of bands rehearse and it wasn’t a welcoming attitude. It wasn’t an environment that, I thought, seemed reasonable to me, but you know, you go watch these things. You listen to people, then you make your own decisions. You know, I had lots of great mentors in my life, but I also had a phone, and a computer as a band director. I talk to people – I’ve talked their ear off – but mostly I’ve listened to them. What’s working for you? What’s not working for you? And then, you know, then you steal what you like and what fits, what fits into your program. Virginia Tech is different. The Marching Virginians are different from many University bands, because not one of those students is on a scholarship. They’re there because they want to be. When you see a scholarship band rehearsed and everybody’s getting paid to be out there, that changes the mentality. When you’re working with a volunteer group, you have to bring something to the table that welcomes them. That makes them feel like this is important to you, and to them, and that they matter. I stole a lot of over my career. It’s kinda humble, the humbling part now is, I’d go to rehearsals for, you know of high school band directors of the area, when they invite me out, or college groups, and I hear my works, being taught to other bands, so that’s pretty cool.

[10:14]

Susan: So Dave, one of the things we talk about at Eagle Hill, is this idea around culture and how it is sort of that unique personality of an organization. How it expresses its values, its ethics, its beliefs. And for me, when I was at Tech, you know, the MVs were family, and it’s where I learned that responsibility, doing my fair share, like sticking to a common goal. But more importantly, I feel like I really learned to value and respect my peers, my friends. And it took a long time for me, but I ultimately realized that you really created this safe environment for us to sort of test out things and become adults. And you know, I’m kind of curious, is this culture that you created for the MVs, was it something you consciously did? And, you know, if yes or no? You know, how? How did you go about that?

Dave: I think it shows that if you’re asking me, if I had a little book with all my goals written down in it? No I think, well, let’s talk a couple of things. Number one, I do believe you’re right, the MVs are family. But we never preached that. I don’t think anybody’s- Pauly’s not preaching it now. I think, I save the preaching for times it matters. But, like parents, you pick your battles at the really important moments. And I think, I think, for me, an important thing to do was to model what I wanted from you all. In everything I do. You know, whether it’s work, whether it’s family, whether it’s, you know, how you take care of yourself, the grocery store, whatever. I think kids watch you as a role model. I think your employees watch you as a role model. [12:01] I mentioned this before. I have spectacular mentors in my life. I think I adopted many of my own core values from those folks. I never, like I said, I never listed, compiled a list of what was important. But I just kind of knew what I thought was important, and kind of went from there. And I think, you know, I think as a leader in the band, you realize that I gave you a position of leadership, and then I gave you the kind of what you needed to do, but then, stayed out of your way. I would supervise but not pick at things. I think, with any group, you have to, you have to give the notion, not the notion, but you have to show that everybody’s important, everybody’s valued. You may have heard, I may not have had this line back when you were in school, but 330 heads are better than one. And I totally believe that. You trust people and you treat them with dignity and respect, and I think that creates a community of mutual respect.

Melissa: So you talked about, you have a volunteer band, not a scholarship band. Now, how do you go about identifying and attracting the right talent for your band when you’ve got to convince all these kids to dedicate so much time, and energy, and not get paid for it?

[Laughter]

Dave: You know, I wish I had the right answer to that. I think you’re always recruiting. You don’t take it for granted. It’s probably, you know, the people part of this business, for me, and the people part of your business, is getting the right people on the bus. I was, I was never shy about encouraging them to step up, become involved. I think the personal touch is important. When kids would walk into orientation, I made an effort to get to know them a little bit, talk to them about their major, but, you know, you can’t take it for granted. You have to work on it. But, let’s, let’s remember too that Virginia Tech, even back in the day, attracts great students.

[14:02]

And I would see a student walk in who wanted to major in marketing, or engineering, or architecture and that was going to be their academic home, but they would deal with that because that offered them a career down the road. They were looking for something else. They were looking for a place to have fun. To create the environment that Susan talked about before, as far as you know, having the opportunity to meet their peers, things of that nature. Doing a marching band on a university campus is the largest group project a student will ever do. You know, over the years, I’ve watched a lot of students roll their eyes about having to do a group project, and I would say, “What’s the problem with that?” They’d say, “Well, I just hate when people don’t do their part.” And I said, “Look, you’ve been part of the greatest group project on this campus out here on the field. If you can do this, you can do anything.” And that was usually it.

Melissa: You had talked about how you kind of know, in your heart, what are the right things to focus on, what you want to focus on, but you didn’t necessarily write them down on a piece of paper. So, tell us a little bit more about, even though you may not have written it down on a piece of paper. What were you communicating in terms of to the Marching Virginians, in terms of culture? In terms of what was important, in terms of setting that tone at the beginning of every season, what is it that you really focused on, and communicated directly to your band members?

Dave: Well, let’s start with the leaders because there were two different things. I think I always worked with the leaders to help them become better leaders. And most of these, most this, Susan gave the idea a few moments ago that she said she had no leadership chops before she walked in there. That’s hardly the truth. Again, many of these students were members of their high school band. They were involved in leadership in the high school band. They were absolutely the best role models I had to reinforce whether it’s behavior or performance etiquette, or, you know, let’s make this better. Those students were the ones who affected their peers and the peer pressure in a group, like The Marching Virginians was much stronger than any pressure I could put on anybody. [16:09] I mean, I truly believe that. I could have the look of death, or I could have the look of, oh, I really feel bad about how you let me down. But, for the student leaders, to look at the other kids of the band and say, “we’ve got to raise our bar”. That was much more important than me doing it. We worked a lot with the leaders in preseason, just talking about leadership roles and responsibilities, and, you know, you’ve both been through these types of events. Everything doesn’t stick. But if everybody walks out with one kernel of knowledge or something they can chew on to make themselves a better leader, that’s important. Then, with the other members of the band, they would see how the leaders were acting and they’d say, well, you know, again, smart kids. They all aspired to be that leader down the road. I mean, the number of every year, I’d interview for leadership and a kid would walk in the door and they’d say, “I saw Susan do her job, and I want to be like Susan”. That’s a compliment to both that youngster, the new leader, but also an affirmation to me, that I put the right person in the right place. I don’t know if that answers your question or not, but I’m sticking with that as my answer.

[Laughter]

Melissa: All right, I like it.

Susan: Dave, one of the things I was telling Melissa about and as we were talking about who to interview this year, was the story about how you know everybody’s name. You know, a lot of people’s band directors’ names. You know, it seems like every MV you ever taughts name. And I was telling the story about how Sarah, Amy, and I one day dropped by an MV practice.

Dave: Who?

[Laughter]

Dave: Certainly, yes, I got, it was a joke.

[17:57]

Susan: I know. But it had been 25 years since I’d seen you, and Sarah had seen you. We walked up to the side of the field, and you came running over and knew both of our names, gave us a giant hug, and it just sort of reaffirms that you’re so good at relationship building. And so, I just wanted to know, what is your secret about that and then how did you use that relationship building? How did that factor into creating that MV culture?

Dave: Who are you, I don’t remember?

[Laughter]

Dave: Oh, well, I think you hit the nail on the head a moment ago, Susan. You talked about relationship building, building relationships is the key, OK? It has a direct impact on the culture and everything else, I think at a place like Virginia Tech, as you know, it’s easy to become a member, particularly in your major. And so, I had the opportunity to work with people over 4 or 5 or 6 years, depending on how long they’re here, or in the cases for a couple, ten years, who were involved in the band. I may be the only person on the campus who actually knows their name, where they’re from, you know, and what they’re doing in their life, besides showing up for the class, and I guess I kind of took that as a responsibility. I thought that was important. The payoff is seeing you guys, 10 years, 20 years, 25 years, 30 years down the road, and still having a relationship, and we can kinda restart right where we were, you know. Let’s face it, social media has been a big help with this, too. I also use flashcards with freshmen. I would take a picture, and on the back, we would have their name, what they played, and where they were from, and if I knew their high school band director, if I knew what high school you went to… you were a Virginia Beach girl, correct?

Susan: No, no, I wasn’t. I was from Carlisle, Pennsylvania, that’s where I graduated from.

Dave: All right. So, I failed already.

[Laughter]

Susan: That’s alright I went to so many high schools you probably couldn’t have gotten it right.

[20:00]

[Laughter]

Dave: But you hung out with a young lady, a tall blonde named Toni who was from Virginia Beach.

Susan: Yeah, that was my roommate.

Dave: I always thought it was important to know names and where they were from. You know again if you’re gonna commit four years to listen to me and doing what I ask you to do and being involved in rain, sleet, snow, everything else and having another crappy sandwich, the least I can do is learn your name and where you’re from. I always thought that was important. And I also wasn’t shy about walking up to somebody as a freshman. We been on the field eight weeks, I didn’t know who that was? They weren’t getting off easy, that easy, I’d walk up to them, grab their shoulder and say, “Tell me who you are. I’m sorry, I don’t remember your name.” And I think, yeah, I think that’s important. I would hate it when a kid would come up to me in their sophomore year and say you don’t remember me do you? Well, I played trumpet last year. Oh, no, I just, I wasn’t gonna let that happen. By the end of every season I knew every kid in the band. And again, that’s paid off to their lives.

Melissa: Dave, I think a lot of leadership experts would agree with you, right. If I can think you and I were talking earlier about reading books and reading leadership books. And if I can think of my own experience and reading leadership books, one of the, one of the things they always say about CEOs is, you should make an effort to know who your people are that are working for you. So, I think you were onto something there, for sure.

Dave: Well, I think there are a lot of businesses that go the other way, that the leadership is so busy being the leadership, doing the important things in their lives, that they forget who those people are below them. You know, one of those people down there one day is going to have their job or they’re going to open a company that competes against them or whatever. And, I think, I think, a little bit of effort that you spend in learning names, pays off. You know, in my own life, I can only tell you. It’s like the ten kids my last year who were MV, the children of the alums, you can’t put a price on that. People make the difference in everything.

[22:07]

Melissa: So, let’s switch topics for, for a few minutes. One of the things I have learned in my own role as CEO is that there’s nothing that shines a brighter light on culture than a crisis. And one of the things I think we would be remiss not even talking about and what had been one of the most trying times in your career was after the wake of the 2007 mass shooting on Virginia Tech’s campus. So, talk to us about the moment you found out about this, the path from that moment you took to identifying the steps that really took you to leading your band through that trying time.

Dave: OK, well, you know, you’re right, all of us who worked through that time, before and after, we’ll always mark many of the events before and after as before the shooting and after the shooting. I don’t think we can get away from that and it is what it is. The day of the shooting, I can tell you I was in the office early, which, at that point, all my kids were, I didn’t have to wait for the bus stop for anybody in the morning, so I can go to work whenever I wanted to. I chose to enjoy the peace and quiet at my office early in the day. I was in my office when somebody came in and said they’d been shooting at AJ (Ambler Johnston residences at Virginia Tech). Knowing that a number of Marching Virginians who, at that time, lived in East AJ, I decided, what the heck, I’m going to walk over. I knew that the phones would pretty much be non-working, so I just decided to walk across campus. It was brutally cold and windy and would be all the way. Along the way, student came by and said, hey, I heard there was a shooting over at AJ. He was, he was in the leadership of the band that year and I said, “well, let’s just walk together”.

[23:50]

We walked over to AJ, I couldn’t get in one door, I came around to the front of the building where there were a couple of police cars. One of the Blacksburg officers was at the door, a guy I had known for many years. And he said, “This is a crime scene, and that’s all I can tell you”. I knew that Ryan Clark AKA Stack was an RA in the building. I did not know at that point that he was involved with the incident at all. I went back to the office and did my best to keep students sheltered. At one point, we probably had about 20 people in my office. One of the stories that I will always remember, was a young man who was talking, was jovial and laughing until he realized that his sister was in Norris Hall. It went utterly silent. Long story short there, she was fine. But during the whole, during most of the day, you know, as the reports came in, the numbers kept going up and we can confirm that people had been shot at AJ and shot at Norris. It got more somber, it got more quiet. But it was just a matter of checking in with students. When it was known that Ryan was at the hospital, two of his best friends from the band came in, said “What should we do? We’re going to the hospital.” I said “Go, just be careful, be safe”.

It was all about what we could do to calm down or to check in with any student we could. There was a lot of phone conversation, a lot of e-mails that evening. Once we fully knew the magnitude of everything and things have been opened on campus, we sent out a note, said, “Hey, David will be over at AJ at 6:30 if you want to get together, and we just walked into a room full of tears. By then we knew Stack had died. We knew the magnitude of what else had happened. It was just a matter of holding hands and letting kids cry on your shoulder and things of that nature. It’s just, it’s hard, hard to imagine. Over the course of the next week, we had to organize a trip for about 100 band members who went down to Augusta, Georgia for Stack’s memorial service. One of the most amazing experiences, awful, but also, I’m so glad we went because of the community. By then, by then we were out of tears, truly. We played for a gym area full of people. Ryan’s brother, sister, and Mom were there, I may have said Brian earlier? That’s because Ryan was a twin, Stack was a twin. His brother Brian and I have become good friends over the years. But when I was asked to speak at the eulogy and when I got up to speak, I wrote the eulogy on the way down, sitting next to my wife on the bus. I proofed it with Charlotte. I didn’t think I could do it. When I stood up at the podium, I looked down and saw Brian, Ryan’s twin brother and it’s like staring in the mirror, right? And I said, “I can’t do this without your help” and bless his heart, Brian got up, walked up and stood at the podium with me, and we laughed our way through the eulogy. It was the hardest thing I’ve ever done. But asking those kids to go on that trip. I didn’t have to ask, they took it upon themselves. That was a meaningful, meaningful experience, and you’re right. Events like that, whether we like it or not, truly solidify a group even more. Over the next year or so we had a memorial service at you on campus to play for. We built a house along with a group called Community Housing Partners in Blacksburg for a family, similar, if you will, to Habitat and we did that in honor of Stack. His mom came up for the dedication. It was really moving.

[27:44]

Just like leadership, there’s no instruction manual on how to handle this. You know, you do the best you can, there was nobody else I could call and say, “Hey, how are you doing this?” I talked to everybody I could on campus. I talked to ministers, things of that nature. We just made the best decision we could.

Melissa: Dave, wow. That’s a really powerful story. Thank you so much for sharing. And you really share it with such vulnerability and authenticity about what it’s like to be amidst the tragedy, what it was like to be a leader amongst the tragedy and how you lead with such humility with simple actions like holding hands and caring for each other. So, thank you for sharing that.

So, to switch gears into a bit of more of a positive note, I think watching your students over a 30-year career, what do you notice is the same, and what do you notice is different about the kids these days?

[Laughter]

Dave: Well. Susan is expecting bombshell about the 80’s.

Melissa: The decoded question …. She’s really asking about herself. No, I’m kidding.

[Laughter]

Melissa: Yeah. Tell us about how kids have changed from when you first started to how it was when you retired

Dave: I think students always want to be something that’s successful or be the part of something that’s successful and bigger than they are, you know, they know enough about every band. If they’re going to Virginia Tech or NC State or UVA or, you know, whatever. They’ve done their homework, they know about the band, but they don’t know what to expect. An average high school band may be 90 or 100 players, this one is 330. In many cases, their section, the Piccolo section, when Susan was here and still remains, I think, is about 36 people. Some of their high school bands weren’t that big. So, they can’t imagine that, but they want to be something. They want to be part of something that’s successful and bigger than they are. [29:38] I think the one difference between kids, way back when and now – I said that gently didn’t I? I think they have more distractions now than ever before. They had a lot of distractions then, but now they’ve got cell phones. They’ve got, you know, I was over on campus yesterday to do a task and I made the grave mistake of going over during class change time. Oh my. Students are walking everywhere. They’re just, they’re not paying attention to my vehicle, any other vehicle, you know, they’re walking here, walking there. There’s nobody having a conversation because they’re all on the phone and having a conversation with somebody somewhere else. And they’re on bicycles, they’re on foot or on skateboards or you name it. So they have all these distractions but the bottom line to me is that unbelievably their ability to focus on a task, like marching band, is better than ever. They now learn drill with the information on their phone. So, for years, I spent time, you know, making fun of people going “Put your phone away during rehearsal, put your phone away”. And now, I hear Pauly say, “Get your phone out and look at the drill” and it’s just kind of crazy. They seem to have won the battle of distractions.

You all would see that probably as much in the workplace as I saw it on the band field. I think one of the other things is there’s a great unwritten cultural idea that certainly was there when I got here, it stayed the same, but I think it got better and better. That is, leave it better than when you got here. Kids in the old days, you know they were, they were happy to be gone whatever, gone, but I think now they look at it, I say all the time, you’re going to be a Marching Virginian for far less time than you will be alumni of this university. So enjoy your four years here because it’s gonna fly and then you’re gonna look back with it. Like Susan is right now with glossy eyes and happiness of the old days. Remembering you know, this and that. But, now there really is a commitment to leave it better than it was when they were here, and that’s really cool.

[31:53]

Melissa: OK, a couple of final questions that we ask all of our guests. What is the first word that comes to mind when you think of culture?

Dave: Probably the same answer you get from everybody; community. Maybe not. What’s the best answer you’ve heard?

Melissa: I don’t think there’s the best answer. I don’t think, I think that everyone that we’ve ever done has always been different. So, I think, and I think they’re all right, and I think community is spot on, especially describing your experience over your career there that resonates with me.

All right, if you could have a superpower, what would it be?

Dave: Probably the ability to bring a smile to every face I see.

Melissa: Oh, well, you’ve done that for Susan and I today.

[Laughter]

Dave: I’m glad I could do that. You know, you guys know the fish philosophy.

Melissa: No.

Dave: Yeah, you probably do. You just don’t know you do. There’s a book it’s called The Fish Philosophy and it’s about, the guy who wrote it in the late nineties went to the Pike Place, Fish Market in Seattle and he was captivated by the fish sellers who were tossing trout into the air. You know? And it’s amazing to watch these people. We’ve been there and seen them and listened to their commentary, laughing like maniacs. But there are four parts to The Fish Philosophy and that is play, make their day, be present, and choose your attitude. And somebody, again, I stole this from somebody years ago in my own career, whether it’s my career, or back before then but it’s a basic philosophy about your state of mind as a leader. It works and it’s just, it’s fun but makes everyday tasks are made fun.

But look the book up, it’s a great book it’s a, you know, there are so many great philosophies out there that are so deep that they need a big shovel, this isn’t one of them. It’s just common sense, know? One of the things it taught me was to smile at people every day. You know, people used to walk in my office and be grumpy. Man, smile, you’re alive, be happy. How many times I say to people, “that’s a great shirt!” and they look at me like, what are you on? Well, you know, I’m on happiness.

[34:08]

Melissa: I love it. Well, Dave, thank you so much for all your time and your insights and your perseverance through some of the hard times. Really, really appreciate the opportunity to talk to you and hear more of the details from Susan too.

Dave: Well, I hope there’s some little bit of something that’s helpful to somebody.  I think what you all are doing is great and terrific. You know, people matter most. And if it helps your people who are listening to this, to make their people matter most, that’s a win.

Melissa: Wonderful. Well, thank you so much, they really, really appreciate it.

Dave: You guys have a spectacular day.

Melissa: Thank you, you too.

Hugh Schulze on his keys to empowering people—on a movie set and at a creative agency

cultur(ED)
cultur(ED)
Hugh Schulze on his keys to empowering people—on a movie set and at a creative agency
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Melissa sits down with Hugh Schulze, author, movie director, and owner of c|change, to discuss how he gets the most from his movie crews and creative professionals to produce award‑winning results.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior your host. On this podcast, I talk to top culture makers in the world today to unpack the visible and not so visible forces that make up this often overlooked superpower of organizations.

Season three of cultur(ED) is focused on change makers in the arts. I’m honored to have with me Hugh Schulze, who is the CEO of an acclaimed creative marketing agency, c|change headquartered in Chicago, and also an award winning film director and producer as well as an author. I’m lucky to have worked with Hugh and his agency for many years. Welcome Hugh, and thank you so much for joining us. It’s really fun, by the way, to have this, the tables turn right now, I’m enjoying that.

0:46 

Hugh: Thank you, this is an honor. 

Melissa: Well, first off, congratulations on the release of your new movie Dreaming Grand Avenue. We are in the midst of a pandemic even still. So, what’s it like to launch a movie in the middle of COVID-19? 

1:01

Hugh: Yeah. Well, we finished the actual filming of Dreaming Grand Avenue, about a year and a half, before COVID officially hit. And even at that time, you know, the movie industry was going through a tremendous change with video on demand all the platforms, Netflix, and Hulu and STARZ all sort of competing with distributors and major Hollywood distributors. So, there was already some stuff in the mix and then COVID hit. And even now, as we’re talking James Bond, has yet to be released, The Dune release has been pushed back. And so for us, the big challenge was, how do we do this in the middle of all of this chaos? And the advantage for us has been, we’ve been able to get some video on demand streaming platforms. But obviously you pay a cost for that and then you’re sort of doing this hoping that you’ll get a larger reach, with more people, kind of going in and word of mouth, passing that information on. So it’s less about marketing, now and more about social networking and connecting the viewers to the movie. 

2:07

Melissa: Well, it’s exciting, very, really, exciting. 

To produce a movie is an enormous undertaking with all the moving parts, so many people to coordinate. And it’s also a short-term project—right, it’s something you have to stand up and then eventually ramp down. So how do you prepare for the ramp up of culture that needs to take place on the set in addition to all the logistics, the sets, the actors, the actresses, etc? How do you create that culture in such a short period of time that breeds creativity from the moment people start arriving on the set?

2:39

Hugh: Well, you know, in terms of making a film, the culture is really one of, kind of a three ring circus, you have day players who come on, and they’re used to working for a short period of time, coming onto a movie, working for 30 days or however long the shoot is—and then rolling off of it and waiting for the next job and the next job. And there’s a certain adrenaline rush from that, for people who are involved in the movies. As a director, for me, a lot of people talk about budget, in terms of how many cameras you’re going to be able to have, the talent that you can hire, the different crew people that you can bring on. But a key element for me as a director is getting pre-production right. Because the more we get pre-production, right, the better, production will be, and there’s always surprises in the midst of production, but I strongly believe like a lot of directors, that if you’ve got the pre-production, right then the mistakes that you make during production can actually add to the film and provide some surprises, or interest, or whatever. But when I say pre-production I’m meaning, I would love to be able to have actors rehearse together. But very often, the budget only allows them to come onto camera and work together for a certain period of time. I would love to be able to storyboard everything, and make sure the shots are aligned. For your listeners, if you’re ever looking for an interesting lesson in terms of making movies, the storyboards, that Alfred Hitchcock did for North By North-west, you can see literally every shot that he did before he ever set up the cameras or had Cary Grant run through a field. So, it’s great to be able to have that luxury, or budget, if you can do that prior to production. But usually, the bulk of the money goes into production. 

4:24

Melissa: Yeah, so you’ve got all these people coming now–day workers. Unfortunately, you’re saying sometimes you don’t have the budget to set up the pre-production. What do you do as a director, when everyone does start arriving onset to create that tone, that environment that really helps bring out everybody’s best and create the best possible movie you can?

4:45

Hugh: You can know when, when people are making movies about making movies, they often show, like the everybody coming together and the director kinda giving them the big speech, the locker room speech, before we go out and shoot. And actually, I think one of the keys to success of anything, are the one-on-one interactions with department heads. So if I’m talking to the cinematographer, the cinematographer wants to have a conversation with me about the vision of the film. He doesn’t necessarily need me to cheerlead the whole group, and in fact, when that’s happening, he’s probably checking his messages to see what his next gig is going to be. 

But it’s the same thing with the sound engineer or the wardrobe person. We’ve had some great people on Dreaming Grand Avenue and the one-on-one conversations I’ve had, have been instrumental in making sure that everybody sort of got my vision. But there were conversations that were separate from each other. The cinematographer didn’t need to be in the same room with the wardrobe person. So that, I think, is one of the things that a lot of people see us as cheerleaders. And certainly, when you’re on set, you want to do that. You want to have that sense of everything under control. But generally, it’s more allowing people to be heard about what their ideas are because that’s what I enjoy, in doing this—is seeing people who are the real professionals. I cannot operate a camera. I mean, I can tell you the difference between different lenses and what their effect is going to be. But I need that cinematographer to really tell me the best way, the best lighting that we’re going to get, and have a conversation about them. 

6:20

Melissa: So, curious, since you are not only as we’ve been talking, a director, and a producer, but also a CEO. Have you pulled in that same concept of one-on-one that you do onset into your business, and how does that work? 

6:34 

Hugh: Yeah, I think everyone wants to be heard, and I mean, really heard. They don’t want you to just be there telling them what your vision is. It’s like, I know that you have certain skills, and let’s talk about this. What’s the best way that you’re going to feel good at the end of the day, about what we’re doing together. So it is a mix of that. 

I would say that, c|change has been around now for 20 years and usually it’s the big gatherings that get people energized, but people still want to have that one-on-one. But I think that on a film set, you’re moving so quickly, that you need, like, OK, let’s start off with the start of the day. I’ll give everyone a shot list, so everybody kind of knows what we’re shooting through the day. You can’t do that every day in a company to kind of give the specific shot list of what you’re going to do. But, by the same token we try and have at least quarterly meetings where everybody’s brought into one place, pre-COVID this was, and just talking. 

7:35 

Melissa: So you mentioned about pre-production and one of the things you said, you’d love for actors to be able to rehearse together before they actually get on set. So, that kind of reminds me of when I think about putting on a movie, I think of like almost extreme teamwork , right? You talked about shots being a storyboarded before they’re actually storyboarded. I think I’ve read or seen that sometimes down to the minute where things are organized and planned. So it’s kind of like extreme teamwork, in my mind, in order for it to come to life. So what do you do if you don’t have the budget in pre-production? How do you make that teamwork really sing, from day one?

8:16

Hugh: I think it’s a combination of things. one is having the trust in your team to ask for options. For example, we had something scripted that was going to be shot and needed to be shot on the Southwest side of Chicago that was a quarry and the cost and everything else, from getting the whole crew down to the Southwest side, of getting the permissions to shoot in the quarry of doing all this—it was just the budget wouldn’t take that. So, two weeks before the shoot, we said, we need another option. Well, I know somebody who has a tour boat company in Chicago. And what we did was we completely reconfigured the scene to be shot on a tour boat on the Chicago River at two o’clock in the morning. 

And that may sound like a tremendous arduous task, but in many ways, because it was in Chicago, because we had the people there, it was really just a matter of getting the tour company to agree to let us run their boats at that time. And it’s one of my favorite scenes in the movie, which came about as a, here’s a solution to a problem, and here’s somebody who can help us do that. So that’s kind of what I mean about the surprises that come up, in movies and can really change the look and feel of a film. I’m not sure how the movie would look if we shut down the quarry on the Southwest side, but it’s a different film because of that. 

9:37

Melissa: I get that actually. I think that also plays—I mean maybe not in the same way in business, but sometimes surprises and things that you have to pivot in the middle of a problem do become blessings in disguise, or you make lemonade out of lemons, or whatever you want to call it. And sometimes they become some of the best part of whatever solutions we as business people come up with. So I think that resonates with me actually, even as a as a CEO, myself. 

So tell us a little bit about, you know, I think the movies—everything you read from, like Us magazine, to whatever’s on the shelf in the supermarkets back when we used to go to supermarkets was around the drama, that ensues on movie sets. And a lot of times in the tabloids, it’ll talk about the actor that’s the diva or the actress that’s difficult to work with. So, tell us when you encounter some of these difficult personalities onset, what type of things do you do to make sure that that individual or that group of individuals doesn’t create the wrong culture for the set that you’re trying to develop? 

10:46

Hugh: Yeah, it sort of ties into running a company juncture. We’ve actually run into this a lot. So, I guess I don’t really think of it as a multi-step process. But the first thing I’m trying to do is just have a one-on-one conversation. Away from everybody else, away from members of their department. And I remember there’s one case where basically, what I tried to say was my disappointment was this person was sort of relying on the rest of the department to do things. And her expertise was not really being brought to the game; I can see where things were not being done as well. So, one is to sort of work with that person one-on-one. In terms of a movie set, what I try and do is, then, if that person is just—their head’s out of game, they’re just, they’re not working with us, is to work around them. If it’s an actor that you’re having a particularly difficult time with is to lean on some of the shots of other actors, who are reacting to the other actor. So they’re not on camera, and you’re not relying on them quite as much. But you’re still getting, kind of the mood and the elements of emotion that you want from the scene itself. But you’re not just on them the whole time if they’re not working. If it’s the rest of their department, maybe you do bring in other people to kind of work around that. 

We had somebody that we brought in and they were being interviewed for a particular position. And it was like everything they said could come out of a Broadway musical. The energy was just there, every answer to every question, was just so intense, so great and so loud, and we sat down and thought about it, and we thought, you know, we’re a quiet company. We really need somebody to lead like this because this person is going to bring a lot of energy and it’s going to move us forward. And people come in and talk about how quiet we are and is that a good thing? So we brought that person on and within 60 days, it was just a total nightmare. Because with that volume comes a certain drama as well. This is somebody trying to be dramatic. And I think that’s really where we realized that our quiet in the office is because we don’t like drama. We just want to ask what the client wants, and the client brings enough drama. We don’t need to add to that. 

And I think that trusting yourself and your own culture—I was a little embarrassed that I felt this person will solve our limitations of energy. And it worked out the opposite way. 

13:25

Melissa: So what lessons have you taken from the set and brought back to c|change? 

13:35

Hugh: I think one of the things that is great about moving from a movie where everything is intense and you’ve got, you know, your 10-hour day, and you’re just there and you’re only in that location for that day, and you’ve gotta get everything—is that you have more time, that maybe the problem doesn’t mean to be solved this second. Maybe if we wait till tomorrow and talk about it, then there’ll be less energy around this. And all parties will feel a little less engaged in this. It’s not to just push things off or we’re not going to deal with the problem. But I think there’s an urgency, sometimes, that you’re doing it whether it’s on a set or in a company, that would benefit from just a walk around the block. 

I remember my first film, Cass. We were shooting at night, and it was just—there was a very large confrontation that happened with the lighting crew, and they messed up big time on it. And rather than saying anything, I just turned around and walked off set. I walked, I don’t know, maybe walked half a mile or a mile, just walked around the neighborhood and eventually found my way back. And what I realized is when I came back, everything had been fixed and reset and, you know, people were moving. And it was actually my not confronting people that freaked everyone out. Like, where did he go? What happened here? They weren’t sure what was going to happen when I came back. So, part of it is just letting other people solve it too and seeing what happens. If I’m going to trust them professionally, then I also need to trust them professionally to solve it. 

15:12

Melissa: So I think, you know, you work in a business environment with c|change which is also a creative environment and then obviously a creative environment on set. So how do you balance giving feedback? You know, especially in an environment where a lot of it’s very subjective. So, I’m curious how do you give that feedback that continues to motivate people, continues to have people want to participate, want to be part of a good culture. I’m curious—any advice or tips you might, you might have? 

15:40

Hugh: I think I’m always learning from that. Everybody takes feedback in their own way. Some people have a whole lot of ego that goes with that and you know that if you’re being even the least bit critical that it’s going to be just—and sometimes it comes in because they’re very professionally driven and any critique is just going to be heartbreaking. There are other people that just want you to say what it is you want to do, and let’s move on; I don’t want to talk about, I don’t want to go into this, just tell me what to do. And so part of pre-production is really learning the language of each person for that creative dialog. 

A sound person can be incredibly uncommunicative because they’re more of the technician. But you’re dealing in sound, and you feel like, hey, we should be able to talk about this, and whatever. And at times, you could just see glazing over and the conversation is not happening at all. And it’s just tell me where I should go.

Whereas with an actor, then they want to go wander around. I’ll give an example on a short film I did. We had a child actor who was phenomenal, it was a 10 year old boy, and he was just like one of the best actors I’ve seen. And he was sitting there, and he was hitting every line he was doing. It was just fantastic. And then all of a sudden he froze up on camera. And there was nothing. And then he burst into tears. So I shut everything down, and we went for a walk. And just sat way back, as far as you go away from everybody else. And what it was, is that he had been so cranked up for that first hour. That when it was over with when, when he hit his first line that he didn’t remember, it all fell apart for him. And so, really, it was a matter of just calming him down and walking backwards a little bit, so that he could catch his breath. But we were, as adults, we were like let’s go, you really got it kid, and we didn’t give him the break he needed to come back from the next breath. And he did. 

But everyone else is kind of lost on the set, wondering what was going on while I was sitting down in the back of the studio working with him. 

17:57

Melissa: So you talked about the person who was super loud and brought a lot of drama to your organization. That was for c|change, correct? So when you are looking for members of your crew for a film, what is the balance of the right skills that you look for, along with the right kind of balance of how they’re going to add to and contribute to the culture? What do you look for when you’re trying to find people to bring onto your movies? 

18:33

Hugh: I like people to take responsibility for what they do. When I’m interviewing somebody, and they talk about all the problems that happened on the last shoots, whatever their role might have been, a red flag goes off for me. I’d rather hear them talk about what they’re proud of, what they did within that period of time. Now, granted, sometimes things don’t go well and people wanted, you know, they’re venting about a past shoot that never got out of the edit room, never saw the light of day. But when people have those sorts of difficulties, they’re very rarely talking about their own skills and work. And I like to hear somebody talk about what they solved and what they were happy to see. We had a production designer who I wrote, the script for Dreaming Grand Avenue, and she was the production designer on it. And I would say that every difficult thing we went through, she made it better than what I can possibly imagine in the script. We had maybe one disagreement about one aspect of the shoot. She came back to me, and I won’t get into the details for this, but it was the bathroom tiles in a particular scene. 

And she’d come to me with these two bathroom tiles that she was absolutely dead set on. I just felt that it was noisy and was going to create competition with other things going on in the scene. And she really fought hard for those two bathroom tiles. And I said, you know, I just, here’s what I’ve seen come in, and why they’re not working for me. Then the next morning, I mean, this was a late night conversation pendulum. And the next morning when I came in, there were three different bathroom sitting in my seat in my production office that were completely different from what was brought up before. So it was somebody who was listening to me when I was listening to them as well, and trying to find a way where the gap between what she saw and what I was seeing.

20:41

Melissa: So I think debuting a movie and publishing a new book could probably parallel bringing a new product to market, or maybe even launching a new business. So, what lessons have you learned about launching new products or new businesses that would make you even better for the next go round?

20:59

Hugh: When I think about a movie, or book, or any product that we’re doing for a client. The last 10 years, everyone’s used the word disruption. And, you know, everything is going to be every industry, every type of interaction is being disrupted. And you can certainly see that in the film industry. I mean, Netflix and Cannes still are not talking, so you know, a Netflix film can’t get into the Cannes Film Festival. So, it’s constantly a changing field. But I think the word I’m going to get tired of in the next 10 years, is hybrid.

21:36 

Melissa: Tell me why? 

Hugh: I just think that as we look at our office, I signed a lease for our office for c|change in January of 2020. And in March, we shut the doors. So I signed a 10-year lease and now, we’re on the hook for this for 10 years. And, we’re not sure who’s going to be coming back. We know that some people want to stay and work from home. We know that some people like coming in the office, partially. But that is going to be true of every industry and every company, in their own way is going to have their own hybrid. And I think that’s true of the film industry as well. 

So, when people talk about, do you release in theaters first and then go on video on demand three weeks after. I mean, two years ago, three years ago, it was bold they were bold to say that you were going to put something on video on demand at the same time you’re releasing in theaters. You were always and releasing in theaters first. Well, we’ve got to rethink that, now. As a professional who does interviews of other people on video, if you’d asked me three years ago, would we be doing video interviews by Zoom? I would have said, there is no way, the quality isn’t there. We’re going to get a crew into New York City. We’re going to find a conference room, we’re going to bring somebody into the conference room. We’re going to light it just right. 

And you know, now we got people’s macrame and stuff on the walls. And so we actually do find ways of communicating and everybody comes to accept it because that’s the way we’re all able to best communicate at the moment. And I find that kind of refreshing that we’ve all been able, in some ways, to adapt to Zooms, you know, Google meetings and really get work done. 

23:30 

Melissa: You had mentioned earlier about when you have an individual that can be a challenge, one of the things you do want to set is to work around them right? You lean into another shot of someone else if you’re not getting it for them. Is there anything, any thoughts you have on translating that same concept into an office setting? 

23:49

Hugh: It would only be short-term, because really, what you’re doing is, you’re just evading a problem. The curse of a company is we gotta do it every day and we’re going to do it not just for this month. There are tricks you can do so the viewer doesn’t see the conflict you’re having. But if you and the person in the office have a conflict, it’s got to be dealt with. You can’t really trick around it. And I think that is when they talk about the magic of movies. You hear about these films where the romantic leads didn’t get along at all. And you’re like, oh my gosh, how did that happen? Well you can do that with a movie, you can edit around it and you can find ways of doing this. But that’s the beauty and the horror of working day to day in an office. You’ve got to kind of confront that. And the trick is there to do it in a way where people don’t get defensive. 

24:47

Melissa: So, what is the first word that comes to mind when you think of culture? 

Hugh: When I think about culture I think back to college Biology and the Petri dish. For me every company is its own Petri dish. We’ve had people who will thrive in a large company, hundreds of people. They want to be in a large enterprise. We’re a smaller company, you know, thirty some people and we have certain people who really like that, who like that intimacy, who like to be able to know–I like to be able to know everybody’s name. I can’t imagine having a company where there are people whose names, I don’t know. I mean it sort of freaks me out. I don’t know why, but it does. In the same way, you know, being on a set, you want, even if it’s a PA, a production assistant, that you’re working with, you want to be able to say, hey, thank you for doing that, or thank you for getting that together, or getting that out of the way it was in the back of a shot. But you want to just make sure that everybody’s feeling like they’re contributing and a part of it, so that when you’re finally showing whatever the final product is, that everyone feels invested in it. 

26:00 

Melissa: And the one question we ask all of our guests, if you could have a super power, what would it be and why? 

Hugh: You know, can I have a counter superpower? I’d like to have clairvoyance, but I’d like it to be counter-clairvoyance, where people can read my mind. So many problems happen in an office because the communication. Sometimes, I think if you could just read my mind, we wouldn’t have a problem there. But I’m just not saying it, right. I’m not I’m not helping you get to the solution in the right way and it’s in a way because they can’t read my mind. 

26:35

Melissa: I like that. I think a Petri Dish and reverse clairvoyance are my, the first ones I’ve ever heard and I like them. Well, Hugh, thank you so much for your time today. It’s so wonderful to hear how great you are doing. And congratulations again on your latest film and thank you for taking the time to speak with me today. 

Hugh: Thank you, it was a real pleasure. 

26:59

Melissa: Thanks for listening to our cultur(ED) podcast, if you like the show and want to learn more check out our cultur(ED) website, culturedcast.com and please follow us on iTunes. If you’d like to know more about our research, visit eaglehillconsulting.com/culture.

Inclusivity in the restaurant industry with Rebecca Reed

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Inclusivity in the restaurant industry with Rebecca Reed
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In this episode, Chef Rebecca Reed speaks about inclusivity, being a woman in the food industry, how a culture of service and family banding together during tough times can ultimately strengthen the business.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior your host. On this podcast, I talk to top culture makers in the world today to unpack the visible and not so visible forces that make up this often-overlooked superpower of organizations. Season Two of cultur(ED) is focused on changemakers from the restaurant industry. With me today is Rebecca Reed with the Black Sheep Restaurant Group where she oversees the pastry programs at Black Sheep Orsay and Bell Weather restaurants in Jacksonville, Florida. Welcome Rebecca, thank you so much for joining us.

Rebecca: Thank you so much for having me.

Melissa: My family loves to bake, talking about 2020. This has been the year of the bake in the Jezior house, so I’m tempted to ask you all about your tips and tricks, but I’m going to refrain and try my best to stick to the topic at hand: restaurant culture.

00:52

Rebecca: I love it. Although, I really do love to teach people how to bake and it’s kind of amazing what 2020 has been like with people being stuck in their homes. There’s all this opportunity for virtual learning, and I’m all about it. I love it. So, look me up later, and I will show you.

Melissa: Wonderful. So, In reading your background, I found it fascinating that you made a quick and dramatic shift to earn a degree in Sociology in North Carolina. And then moving to New York to study food. So, tell me the story behind that.

Rebecca: I feel like hindsight is always 2020, And when I look back, it’s maybe easier to explain. And, you know how I was feeling in the moment. But I had graduated from high school, and I had a scholarship to go to Wingate University in North Carolina. And I had sort of contemplated what doing a culinary degree would look like for me. And I have three sisters; they’re all really smart too . And I just thought, like, no, I have to use my brain. I really need to put my best foot forward, and the restaurant industry is so hard, and I don’t know if I would even make it and all of that, but I’d always like to cook. And then, fast forward a little bit, graduated from Wingate University, I was applying to grad school programs. I was engaged, I took the GRE twice, and I was really starting to get into it. But, I always had this reservation, because I love to make people happy, and I love to spread joy, but if you’re in a counseling field, and counseling people, that capacity does enrich people’s lives, and make people happy, and more whole, and all of that. But, it is incredibly hard to sit there with people on their worst days.

And I just found, for me, I would rather be with people celebrating on their best days, and sharing joy through food, then kind of be on the other end of it. And it’s like, maybe especially funny, because I wanted to be a marriage counselor, and I don’t know who like, wakes up and thinks like, oh, what a wonderful thing to do! Like, versus, right now I’d like spread sprinkles—I like throw sugar in the air, and I really get to make people happy doing what I’m doing. So, I think my heart has stayed the same, but, you know, the capacity to which I execute, everything is worlds apart.

02:58

Melissa: So, you’ve been up and down the East coast working at different restaurants. Is there anything that struck you about the different regional cultures that permeate into the business and restaurant culture, and work environments?

Rebecca: That is a big question, and I love it, because it really makes me think about hospitality. And that is so much of what we’re doing, and a lot of it is providing the experience for your guest. So it may be up north, providing the best experience is a faster pace more matter of the fact, you know dining experience versus in the South maybe people really want to know your name and they want to know the hosts, and they want the host to slowly walk them to their table and point out the blooming tree outside—whatever it might be.

And even the food, you know, the food that you eat and the way that you eat it. Maybe you need a quick bite because you’re on the run. Maybe you want the latest trend and this interesting, new innovative cuisine or, you know, maybe you’re in the South, you want something that reminds you of home, and you have time to sit there and really enjoy the experience and the environment. So, it’s kind of interesting to think about like the North and the South and the things in-between that kind of play into hospitality.

Melissa: That’s such a good point, it’s funny, you say that when my sister lived in Wisconsin for a while, and I’m from the north-east, and I remember visiting her in the supermarket checkout line, and the supermarket checkout lady was looking at all my items. And saying “Oh are you guys having a party this weekend?” And I remember I was so taken aback that someone would actually engage in conversation at the supermarket with me and I never thought, you’re right, that same type of environment would translate into restaurants.

Rebecca: Yes, and people’s expectation of the connection that they have with the people is very different and what good service looks like. Is it fast paced? Or is it slow and very deep? It’s just different.

5:03

Melissa: So let’s talk about the back of the house for a second in that same regard. Have you noticed regional differences, in terms of in the kitchen, and in the back of the house, as it relates to restaurant culture?

Rebecca: It’s always different. Every restaurant has its own culture, and oftentimes it reflects the place that you are. When I worked in New York City, I was working with a bunch of very different people. There was a lot of diversity because it was New York City and there was a lot of diversity that was easily reflected there. And then you go to different places—like I’d worked in Myrtle Beach, South Carolina, and, you know, the demographic is not all that different. You know, it’s kind of the same. And it’s interesting, because you just sort of see these different—it’s like kitchen enclaves of whatever is there. And it’s definitely different from place to place, and even reflected in the age of the people working there. In New York, it was a lot of younger people that were trying really hard to make name for themselves and work their way up, and then you kind of trickle down, and you see other people that are older and still doing what they love on the line, in the restaurants. And it’s not this like churn that you go through in some of the bigger cities and stuff like that.

Melissa: So, I know that you work for three different restaurants. And so how alike or dissimilar are each of those restaurants? Not  so much their menus, but their cultures.

Rebecca: I guess obviously the menus are different and there is kind of this like common thread of southern influence because we are in Jacksonville, Florida and that is there with the hospitality and things like that. But the thing that really sets each of them apart is that there’s a different executive chef for each. So, each chef really brings their personality and their leadership style to the restaurant. And that’s absolutely reflected in the culture of each place. And they are, it’s kinda like different facets of the same thing, because we are the same restaurant group and there are a lot of similarities, but even just things like the type of music that people listen to and the different kitchens can be so different. And it is pretty funny to hear like ragey, angry music, punk rock, whatever in one, and then you go to another and there might be like Canon in D and Mozart playing. And your head kind of spins a little bit, but at the same time, it’s interesting to prep food in the different ambiance, you know, the music, whatever’s happening all around you.

07:45

Melissa: So you said there was a single thread in the beginning and can you tell me a little bit more about that?

Rebecca: Our owner, Jon Insetta, is probably the kind of common thread through everything, and sort of his vision for hospitality and having this southern influence on all of his food and something that kind of struck me definitely from the beginning is that he calls the restaurant group, Black Sheep Restaurant Group. And at first, I was a little taken back from it because I didn’t want to be a black sheep. I didn’t want to be very different and out there. It felt like an outcast type of the thing to me at first, but over the years, I’ve heard him explain it, and I think I’ve gotten to know it a little bit better. I think what he’s really trying to say with this whole like, Black Sheep restaurant group is that he wants to have a different place where people can fit in go and kind of a different direction at times. And American cuisine—new American cuisine—can be really different than your French food, or you know, what we kind of have grown up feeling like, OK, this is the way you make this sauce, its these ingredients, this proportion, whatever it is. And then here we are in America and we get to be like the black sheep and do whatever we want, and push the limits and be innovative, and you do these different things. So, I think that’s, that’s kind of common thread between the three different restaurants, trying to push this thing forward and have this new American identity that kind of encompasses all of that.

Melissa: How do you think you’re able to maintain that black sheep common thread, but also have the individual personalities of the executive chefs shine through? How do you maintain that balance? And how is that established?

Rebecca: That has to be tricky. And I am amazed always at how willing he is, and the management is in a lot of ways to trust people to be the best version of themselves. Because you really do get the best of your leaders, when they can fully express themselves through, you know, the things that they’re doing on the menu and the way that they lead people and all of that. So, I think a lot of that goes to picking the right person for the position. And there’s a lot of people in the restaurant group that have worked themselves up to management positions, so it’s a lot of training along the way, I think, to kind of get them to be primed and ready for that role when it’s available.

09:55

Melissa: Cool. So being a woman in the food industry has its challenges, and even more complicated when you’re a mother. So tell me about how you see the industry as a woman, mother, and wife, and what changes need to happen, so the industry is more inclusive, both for women, and for others, like people of color.

Rebecca: That’s another big question, but I love it. It is very different to be a married woman. You know, just a wife to now being a mother. My world has really changed, and the way I bring myself to my work has definitely changed too. I see the industry differently because in the past, I was able to work all of the hours and be there for the weekends, the nights, all of the things. And now I just don’t have that available emotionally or physically to do it. But I feel fortunate to work for a restaurant group that is trying really hard to let the family be important and to let people have more of a whole approach to their life that’s not just focused on work. And I feel really fortunate to be in a place that they hired me when I was six months pregnant.

So, to see that they value working women and mothers, and I’m not the only mom there, which is also great to draw from the support that I have from the other working moms around there is really awesome. And, I guess something that I kind of see with working women and women in this industry is that we really have a lot to bring to hospitality. And there is an amazing thing that happens when you see somebody else doing something that’s hard that you maybe didn’t even know is possible for you.

12:00

And I know when I saw other moms being able to be both a mom and a chef like both a great employee and have a satisfying home life as well and not just feel like you threw all your balls in the air and now they’re all shattered on the ground. That was amazing for me to see. And when that happened, I feel like my eyes are open ,and now, I try really hard to be a part of the organizations that help other women to encourage each other. And also to help other women see other women doing the thing that they didn’t even know is possible. So, going on Chopped was meaningful for me to prove to myself that I could compete on that stage and all that. But it was also really important for me to be able to show that I can do this as a mom.

And that is so much harder, but it’s also so much more impressive. And I really want to encourage other people that want to have families, that it is possible to do multiple things well, and it is very hard, and it will take a lot of, you know, grace for yourself and others. But there’s also a bunch of other people around that are supporting and if I have a sick kid and I need to call somebody to help me then there’s this different camaraderie that happens in the kitchen. Because you’re all trying to support each other and it might be a sick kid, it might be a sick family member. It might be—who knows what is happening in somebody else’s life. But if there’s something going on and we all know that we’re working together as a team, it’s a whole lot easier to bridge the gaps and fill in for somebody instead of just letting them know, go down, and hiring the next person.

So I will say, there’s an organization, I’m a part of called the Women’s Food Alliance, and I had joined it as a mom. And I thought it would be great to be around other professional women, and to be able to network and do things. But it has been incredible to see the strength of women, and I think that, for women, to look at each other, and try to build each other up, and to network, and provide different opportunities, or to be able to ask the question, like, hey, momma like, are you doing, OK? Oh my gosh, your daughter is two now, Like, how is that going? And to be able to have those conversations is really important. You don’t feel like your this like little island, all by yourself struggling.

14:12

Melissa: I agree with everything you’re saying, and I don’t know if you remember a couple of years ago, there was an article in The Atlantic and it was about how women can’t have it all. And I remember reading this, and I was so upset about reading it, because I was like, “what do you think I’m trying to do here?” Right? I feel like as a working mom that is what – what do you think I’m trying to do here? we are trying to create all this success in our life and so many different facets. And I completely agree, having a network of women, and working in places where women support women is part of what I think makes me successful and others like you, so I agree.

So let’s talk about Chopped for a second. Congratulations on that. So during the show, you said that you’re not the type of chef to curse and throw things around. And I think that is really insightful about the reputation of the food industry. So curious, do you see the culture shifting? And what’s your view on what restaurant culture should be?

Rebecca: I do see the restaurant, industry shifting, and definitely, the culture of the kitchen and the perception of it is definitely shifting. I think there was this time when Anthony Bourdain was writing these kitchen confidential books, and people were peering into something and it was like wide eyed, and you just saw all of these different things. A lot of it makes sense. A lot of is very true at the same time to be able to execute on a really high level tou have to be really organized and meticulous. And there is alcoholism and drug use and you know, a lot of things that are in our industry but that does not lead ultimately to a lot of success. So I feel like there’s a lot of things that if you think that the restaurant industry is all about this big party, then I don’t know if that is, you know, the thing that is going to lead to your success.

16:08

Rebecca: I think the restaurant culture should be very inclusive, to all people. If you have tattoos if you don’t have tattoos, if you are big and tall and have a beard or if you’re a small, little petite thing,

Melissa: If you’re a mother

Rebecca: If you’re a mom, yes, exactly. And really no matter what color you are, where you came from, your background, it’s really not very important. But I will say, I think that there has been a lot of conversation around inclusion of a lot of different people, and I am absolutely all for it. But I will just say, like the restaurant industry, and to be a line cook, we’ve done a good job of it, in ways, like, there are some ways that it doesn’t matter what, or it does not matter what color you are, where you came from, if you’re an immigrant, if you’ve lived here your whole life, if you are tall short, if you are a man, if you’re a woman. If you show up to work and do a great job, your co-workers are going to respect you and rely on you. The dishwashers move up so often because it doesn’t matter their education. It matters that you show up to work and you do your best, and then you really do gain the respect, and you can climb a ladder in a place like a kitchen, when people just need you to do your job well. They really don’t care about all of that fluffy stuff that might have been more important for other industries or you know, more people like looking in at you.

But if you show up and you do a great job, it’s hard for me to care about anything else, you know?

Melissa: So you think, in other words, at the restaurant, industry is just really good at rewarding, success right or rewarding hard work. And promoting within to really kind of encourage that culture?

Rebecca: Yes. I do think so. I really think that working hard, it pays off, and it’s certainly not perfect all the time. But there is a lot of opportunity in restaurants to work hard and have your talent recognized, and to be able to move up no matter who you are. And I’m proud of that. And I’m proud to be a part of, you know, an industry that does allow for that, because I think it’s great that I get to work with a lot of different people. And I get to learn so much through food. It’s just like this incredible thing. You know, the way that you eat is so, telling to who you are and the food that you cook and share. You just get to learn tons of things about the flavors of stuff, and also the people that are making it.

17:52

Melissa: So, let’s go back to your degree in Sociology for just a second. Curious, if you feel like that’s helped you at all in the food industry. Clearly, it didn’t teach you the technical skills, but with the study of human and social relationships and institutions, has it helped you at all navigate the people side?

Rebecca: Oh, absolutely! I think learning more about people and also just having this strong desire to see things outside of just like the tiny scope of what I’m looking at has been really beneficial to be able to think about the pandemic and the way it’s going to influence our industry. Not even just like in this moment that we’re trying to get through, but over the long haul and how it’s going to impact not only us, but other restaurants in Jacksonville and then in Florida and then, you know, in the whole United States. And then around the world, and the way people have dined, and their expectations.

It is just the lens to which I see the world, and I really appreciate having that education in sociology. Although, it is kind of funny, because I don’t bring up, you know, the sociology research that I did back in the day. But, it is helpful to have a lens to see people through and even some of the counseling classes that I did, some of the ways to are some of the ways that I had learn how to listen well, is very important in leadership. And just being a good co-worker, like all the way around. You know, trying to be able to really hear what somebody is saying, and give them the space to do it. Trying to do that, you know, I’m always trying to like, get better at that and to be able to have that space or to even have like the knowledge of, like social awareness, I think, is really important.

Melissa: So, how do your listening skills play into your leadership in the kitchen?

Rebecca: I’m just not a yeller, I’m just not. I rarely raise my voice. I guess it’s just like not really in me. And I think the people around me kind of know that when I get quiet, like, that’s the time to really pay attention to what little questions I’m asking, because those are probably way more telling than yelling and stuff like that.

20:11

Melissa: That makes sense. So, of course I feel like we can’t go this interview without talking about COVID because I know how impactful COVID and what an immense challenge it’s been on the restaurant industry. And I’ve heard that you all have been doing so much for your employees and the community. So how much does a culture of service and family help your restaurants and staff during these crazy times?

Rebecca: It’s crucial to care about your co-worker’s pandemic or no pandemic. And even to serve the community. I know pre-pandemic, we have done events with feeding north-east Florida through the tastes of the NFL. I started to develop relationships, and I know people that I’ve worked with have much deeper relationships with organizations like Feeding northeast Florida. So then when the pandemic hit and everything was changing restaurants are closing. We were able to shift because those relationships are already there to start this SHARE program. And I don’t know if you’ve heard about it, but it’s been blowing my mind the way things were able to come together. SHARE is actually an acronym and it stands for Solving Hunger Assisting Restaurant Employees. We’re doing that through Feeding northeast Florida. You can still donate to it and get involved through their website.

But what we’re doing is since Bellwether, our restaurant downtown, closed because of course, nobody’s working downtown, and it was just empty. All of the employees were laid off. So their jobs went away, and they still are and were capable people that wanted to work. And during the pandemic there was all of this food that had been meant for things like the TPC Golf Tournament, and even Disneyland had donated food.

22:10

Because these big institutions have all of this food and suddenly no event and no people to give it to. So Feeding northeast Florida was able to capture a lot of that food and then bring it to one of our restaurants BellWether where we’re now able to employ, again through this program, the staff, so that way they could break down the food and then feed the elderly and our community and the people that were shut in and really meeting meals.

So it was an amazing thing to kind of see people shift. And to meet the needs of people if it’s giving people a job or if it’s giving people food. And I’m really proud to have been a part of an organization that was doing those things. And that none of that would have happened had we not had the relationships already and the community with the leaders and then to be able to see those things is just really, really cool.

Melissa: What an amazing story of resiliency. That is, that’s impressive.

Rebecca: And it’s something that blows my mind even now because it hasn’t stopped and now this is a program that we have in place that will continue. It will continue to feed our community. It helps with food, waste, and loss. And people get to help their community through working to provide the meals, donating the food and then the people get to eat. It’s good all around. And I’m very sad that it took a pandemic to get everything to come together quite like it has. But I am also very proud of the resiliency. And I just always feel full of hope that people will come together and we will meet the needs people need to eat. People are always going to eat and we’re going to find a way unlike that little care bear, like “we can do this.” Right. I think that that’s important.

Melissa: The final couple of questions we ask all of our guests –  what is the first word that comes to mind when you think of culture?

24:05

Rebecca: Ambience. I know the answer is probably a little bit more like fleeting than culture would be. I think culture is probably a little bit like longer lasting and can withstand a little bit more change than your ambience could be a bit different. But like your like your ambience, I think of culture, like, when I walk into place, how does it make me feel, what is the lighting? What does it smell like? Is there smiling? Whatever it is. What do you hear? All of these things is kind of like the, the ambiance, the tone of the place that you’re in. That feels like culture to me, although, you know, somebody can turn the lights off and that changes the ambience, but your culture would still be the same.

Melissa: I see your point, though, right? And that is, I think there’s a physical connection to how people feel. And it’s also if you think about it, why so many businesses outside the restaurant industry alone just spend on office décor and office layout, right? Because I think you’re right There is a connection to the your physical setting to how you emotionally feel and I imagine that would be no more clearer as you just pointed out and in the restaurant because I know myself and I walk into a restaurant if I walk in and I love the way it feels I’m already in a good mood.

Rebecca: Yeah. Your whole experience can just feel like lifted up by those things.

Melissa: Absolutely. So if you could have one superpower, what would it be?

Rebecca: I tried to think hard about this and come up with something that was like really interesting and fun. But the thing that I actually say all the time is if I can have a superpower, as I’m like standing next to the ladder, I wish that I had reached the thing on the top shelf because I’m constantly climbing on things to reach stuff because I’m just really short. Like always on a ladder, always on a milk crate, whatever it is.

But I maybe to make it slightly more cool, I would love to be able to fly. It would be great if I could fly up and grab the thing, instead of just being able to reach it.

Melissa: Well, thank you, Rebecca, so much for all your time, and your thoughts and your insight. I really am excited for when things get back to normal, and I have the opportunity to visit your restaurant in person next time I’m in Florida.

Rebecca: I can’t wait to see you there. Thank you so much.

Melissa: Wonderful. Thank you.

Charlie Foster on the power of purpose driven culture

cultur(ED)
cultur(ED)
Charlie Foster on the power of purpose driven culture
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Melissa sits down with esteemed Executive Chef and owner Charlie Foster to discuss how strong culture at his restaurants drives low employee turnover.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior, your host, on this podcast, I talk to top culture makers in the world today, to unpack the visible and not so visible forces that make up this often-overlooked superpower. Season two of cultur(ED) is focused on changemakers from the restaurant industry. With me today is Charlie Foster, Executive Chef, and owner of three restaurants in the Greater Boston area. Woods Hill Table, Pier 4, and Adelita. Welcome Charlie, and thanks for joining us. 

Charlie: Thank you for having me. Happy to be here. 

Melissa: So you and your partner and Kristin Canty have three restaurants Woods Hill Table, Pier 4, and Adelita. Each is unique in its own right. How would you describe the culture at each restaurant?? Are they similar, are they vastly different, or something in between? 

0:45

Charlie: Well, I would say there’s, there’s obviously differences based on the personnel between the two restaurants, but the, there’s a couple shared ideals, that I think attract all of the employees that we have that bind the cultures together. Which obviously is really important as a growing organization to have some continuity between the businesses. And that’s expressed by our low staff turnover. We’ve had employees that have worked for the company since day one that are still there, which is really uncommon in the restaurant world. It’s a very demanding profession, especially when you’re in a more fine dining atmosphere. There’s a lot of pressure, there’s a lot of stress, and it can be, as we’re seeing around the country, around the world, the restaurant industry is one that needs some work on the way that it treats staff and the way that people in positions of power behave. And so, the fact that we have such a low turnover, is indicative of the fact that people are feeling positively about the workplace. 

So, we have that at all three of the restaurants. And I think another binding factor is people take pride in what they’re serving at a restaurant, because I think, you know, our restaurant group was founded on, you know, by Kristin on very much an idealism. It was to make an impact in the community to support local economies through purchasing power and to serve people healthy food and educate them on why that food is healthy. And that is something that’s very central to the people that have stayed with us, for any length of time. 

And the pride stems from the fact that we’re trying to do is, is make an impact, make a difference. We’re not just trying to get in there and make some money, get out, or just make a paycheck or even just trying to be, as a lot chefs in a fine dining atmosphere. Try to do is just be the best, absolute, you know, the best possible restaurant and serve the most innovative or esoteric foods. Obviously, I had ambitions for that, you know, of course. But, it’s about utilizing the products coming from farms and about sitting down with farmers in the winter and talking about what crops they’re going to plant. And then how am I going to use them? And then guaranteeing that I’m going to purchase those crops. 

2:50

And listening to what they need as far as how we order from them and not just being a dictator thing and I’ll bring you this now and otherwise I’ll go to somebody else. It’s about having a very, very much to our relationship with our purveyors, with our staff, with  the ownership, with the farm. It’s all it’s all give and take. 

And I’d say that pride that people take in having more depth and more of a story to tell about why the restaurants exist and why the food and beverage is being served. I think really attracts people and makes them want to stay. 

Melissa: So you talked about these ideals that your restaurant holds and the fact that you think these ideals contribute to low turnover. How did those ideals factor into recruiting when you’re looking for new hires? Do you, is it are there specific questions you ask to get to where people’s heads are around your ideals or whether or not they’d be a good fit for working in your environment? 

Charlie: Yes, I try and we try when we place ads to talk a lot about the merits of the restaurant and why it exists in the first place. And that there is—it’s not just, Hey, you know, X restaurant looking for this, we’ll pay this much. We try very hard to express to the staff why we exist. 

And that is a draw for some employees, but I have to be honest recruiting staff in Concord, Massachusetts is the most challenging part of the entire business by far, no question. Nothing else even comes close to just trying to have staff in the restaurant has been so unbelievably hard to keep the restaurant and to attract people that actually have the desire and the potential to learn and be consistent, and be a part of where we want it to be. Because obviously, restaurants continually evolving and restaurants are dependent on its oldest parts, you know. And that’s constantly changing. 

4:34

And so low turnover is good. But having the right people in the right places, everything, as in any business. And that’s been really, really hard to achieve. So, yes, we try to use everything we can to say, hey, we’re different, we’re better, you know, be a part of something bigger than yourself, and come work with this restaurant because of all the things that we’re trying to do for regenerative farming and soil health and having an impact, and supporting local farmers. And, I mean, that all that really is near and dear to our heart. It’s not just a gimmick, but it hasn’t made recruiting easy. 

Melissa: I believe it. I think, I believe that, you know, a lot of organizations right now, a lot of businesses right now, talk a lot about purpose driven culture. And it sounds like, essentially, that’s what you all have been working to achieve this purpose driven culture. How has that changed and shifted over the six years you all have been in business? Or has it? 

Charlie: Well, you know, it definitely has. I mean, you go from 30 employees on the open, overall to before COVID, we had something like 135 employees in your restaurants. I mean, that’s just a very different scale of operations. 

So, one thing I mentioned earlier was that I was, I was 29. 

5:48

And now I’m 35, so young, but a lot of change in the six years, so I’d say opening the initial restaurant, and only having, you know, we’re open for six days a week. I was there for every minute of every day, first person in last person out. I saw everything that took place in that restaurant, I touched every plate of food and did a lot of the dressing myself. And that was indicative of a different level of accountability for the other people, like my ability to share and hold people accountable. And, you know, demand certain performance from people was very different than, because all I was concerned about in the beginning was, you know, how do I use these farm products, and how do I serve the absolute most badass food that can and make a name, right? I mean, that’s what, that’s what I was trying to do. I wanted to be a part of this organization, because it had a purpose to it, and I wanted to show that I could do it and do it in the highest possible level. 

6:40

And pull that off in West Concord, Massachusetts, which is an additional challenge unto itself, so that, you know, over time, change very much because you start to see, hey, you know, some of the stuff that we’re doing here is financially irresponsible, or even reckless. Like, there are some things that we need to really change here in order to become a sustainable operation, not just in environmental sustainability, but in financial stability, the balance between those two things I think it’s been such a huge opportunity for learning and growth for me, and for the other people that were partaking in this experiment. Because as I’ve said, to people in the restaurant a lot when you try to do everything right, when you try to teach your staff right. Treat your staff well, through compensation and respect and paid time off. And then you try to treat the animals well and you try to treat the local farmers  well, and you try to guess, well, everything, right, where’s the where’s the money? Or the profitability? 

But if you don’t have a viable business model, what point are you proving, right? Are you making a statement that, hey, you can’t run a business in this way? You’re not really that. We really can you, because you just lost you just lost money. There’s no, there’s no finite. I’m looking at your P&L and yeah, right, I’m not going to run a business like that and so that’s been our constant challenges. We’re evolving to balance ourselves and it’s a very, very difficult. 

And I thought I’d say the evolution has been from trying to find that—identify the balance between idealism and reality, and put ourselves in a position where we can actually sustain ourselves, play the long game. 

8:07

Melissa: How much do you bring your staff into that balance that needs to be struck? In other words, are you constantly educating your staff on what it, what it’s like to run a business and how you have to balance that with the employee experience and culture? So, I’m curious how much you bring your employees into that problem solving mode, or to that discussion?

Charlie: Yeah, well, a lot. I mean, especially with management, we’ve always been really transparent with the financial health, or lack thereof, at different times in the restaurant’s life. And that is a good tool for people that, for some and for others, it’s frustrating. And a reason why they don’t want to be there, because it’s been a very difficult road trying to open a farm support the farm, opened a restaurant, modified a business parameter to that restaurant. You know, remove the labor supply in the kitchen so you, cut your pastry program. You know, we shifted our raw bar, we played with business hours of operation, price point. Everything. Right? How we were breaking down animals which way they were being fabricated by the slaughterhouse and then coming to us. I mean, there’s so many different variables, especially when you’re responsible for essentially inventory and wholesaling your own farm raised products back to yourself. 

Melissa: Well, let’s talk about the farm here for a second. is how much does the staff at the farm interact with the staff at the restaurant and are there cross-pollination of ideas? 

9:35

Charlie: So, every year except for this year because of coronavirus, we would have a massive outing to the farm where we go up and visit the farm for three days and kind of just party because there’s so much stress in our, in a restaurant environment. Being able to take couple of days off and just hang out with the team and not be responsible for, you know, being on stage for that service, you know the stress and move into that. 

That was a great opportunity for team building, you know, for the restaurant, and for the restaurant when it was, was filling out Abelita. We haven’t had a chance to do it with Pier 4, because it opened up in November and then, you know, all this stuff happened. But that was awesome because it legitimized what we were telling people when they came and went, and saw the farm, and they met the farmers, and they thought the animal understood a little more about the operation, and how, how much work goes into it, and how hard it is to constantly rotationally graze 100 cows at once. 

10:29

And how you have to start planning two years ahead of time, if you want to change your parts on beef and, you know, a year ahead of time for pork, because there’s just so much logistics that go into it. And I think it helps people understand why what we’re doing is special and unique, and why we’re fighting. As hard as we are, and if we’re being demanding, if we’re holding people accountable, maybe more than they would be another job. There’s a reason for it.

Melissa: I could definitely see that probably help bring them—bring the vision to life, On your three day retreat, is it all fun, or is there any business component to? 

Charlie: That’s mostly just fun. 

Melissa: That’s good. I’m sure that’s good with culture building as well. 

Charlie: Yeah. 

Melissa: So, restaurants historically have been known as difficult environments for employees. We talked about that a little bit a while ago. High stress long hours, physically demanding burnout. Tell us about your vision for the employee’s work environment. 

Charlie: Sure. So I’d say that that’s a lesson that I’m still learning and one that I progressed a lot on through the growth through being a part of the growth of the restaurant from one restaurant to three. In the beginning, I definitely put everything on my own shoulders. I wanted to touch like I said, every plate of food, I’m wanted to do all the prep myself by. You know, I would get up in the hoods and clean them, I would get down on my belly and hose the floor and clean out floor drains. No matter what I would just do it. 

11:50

That view, that first one in, last one out, that self-sacrifice. You know, I’ll–you know, I’m going to be home late and not my family this week, and work the six days not ask other people to do it. That setting of an example in in hindsight, wasn’t the best way to do it. I have to say, I still believe in that I still pride myself on working hard and still covering stations, and being able to do, you know, what I’m asking the people to do better than they can at least, or at least, as well as they can. It’s very important to me to have that energy and be on my feet. And I never, I actually, in designing, I’ve had a hand in designing the restaurants and the–when we took over our lease lease, I ripped the office out, and I refused to put an office in there because I just don’t want them there. I don’t want managers sitting in an office separating themselves from the staff. You need to code invoices, or get some work done, set up a laptop, it’s 2020, you know, set up a laptop stand and be with your staff and get your work done. So I still believe in every very strongly. The ability to hold people accountable by demanding as much as you need to, from them and identifying, like, what areas of responsibility are, and clearly defining those things, and then communicating about what’s being done and what’s not, is so important to loyalty, to staff retention and morale. Because people, you know, if you, if you just do everything, then naturally, the people around you will allow you to do so. And that’s not necessarily educational me that he would think it would be, as a young chef trying to set the example. And I’m sure that applies to other industries. And so now, naturally, having multiple restaurants, having to rely on people, not being there for service, and not being able to see everything and taste everything, and touch everything. You know, you have to just have really good communication, and, therefore, trust. And that’s been sort of how I’ve been trying to phase my management style. And the culture the restaurant’s into, one where we are very, very good, or at least getting better every time at constant communication and clear delineation of responsibilities and accountability. 

13:50

Melissa: Did you have an ‘aha’ moment where you realized that you needed to do this and not just do everything yourself? I’m curious how you, how you came to how that evolution happened. 

Charlie: So I have, I’ve been married for, I recently celebrated my 10 year wedding anniversary. 

Melissa: Congratulations 

Charlie: My daughter’s in Sixth grade. She just turned 11. You know, as a young chef, I came, I came from the old school environment. I worked for nothing. And I pulled 80, 90, 100 hour weeks for years and, you know, made no money for it, but it was very much an apprenticeship. And that is just not how the industry is at all anymore. Like, not whatsoever, I did shift pay. You’d make $100 a day and work 16 hours. I did, you know, you just don’t get any OT and you’re working a billion hours, and I know that the chef’s screaming at you. 

And that’s where I came from. And I’m glad that I did, Because I know what that’s like, and I also learned a lot from it, and the craft and the depth of my knowledge about how to operate in the kitchen.

14:50

Melissa: So let’s talk a little bit about the COVID pandemic. You just opened Woods Hill Pier 4 and then the pandemic hit. So, I can’t imagine a worse time, given how capital intensive it must be to open a restaurant. And now I hear you are back open for dinner and take out. So tell us a little bit about with so many restaurants going out of business with this pandemic how did you get to be so resilient? 

Charlie: Well, for one, we’re used to playing the long game in this business. I mean, we opened up Wood’s Hill six years ago, and it was all about, you know, we opened up Wood’s Hill we had, like 40,000 pounds of meat from the farm that we had to start going through. And so we opened up Adelita to help us with that two years later. And then we opened up Wood’s Hill Pier 4. And it’s all been about, how do we continue this growth slowly, I mean, we opened up the restaurants, but we try to be realistic about what our goals are for each restaurant, and always trying to stay true to our vision. And so, because of that, I think we’re used to pivoting. We’re used to looking at what our operation and changing the way that we do things and trying to be creative. And we’re also solving a lot of non-traditional problems in the restaurant, like I mentioned before the logistics of getting the meat from the farm, the slaughter house and how to devise a menu where every item between all the restaurants is about, while we have these things, you know, we have pork jaws from the farm. We have a thousand pounds of them; what are we going to do?

So that, sort of, intrigued me so much about this job, which was, know, I’m going to have to do more and be more involved than I would probably would anywhere else. 

16:20

I think is sort of set us up to look at things and say, OK, well, we can figure this out. We solve a lot of other really, really weird, difficult problems. Here’s another one, what are we going to do, or we need to be creative about this. How are we going to shift their operation? How are we going to pivot, how are we going to be flexible? And I just say they we’re kind of used to that. We were used, and no one has been through this, everyone keeps saying it’s unprecedented. It is, but I’d say that our operation in itself is kind of unprecedented in all the, all the crazy stuff we’ve been through to try to get them here. 

Melissa: So you talked earlier about being in Concord, Massachusetts being one of the hardest parts in terms of hiring the right people, finding the right people, for your restaurants. How have you, when you find people who aren’t the right cultural fit, how do you figure that out, and what do you, what do you do about it? 

17:07

Charlie: Well, another lesson that’s been a difficult one to learn is when to, even when you’re facing severe staff shortages, when to say you know what– It’s better to just not have this person here than, to say, I really need the hands, because I have to open. I know, I literally can’t run the restaurant without this person and finding that balance. It’s a really hard one to do, and, So, I’d say, I was burned a couple of times in the beginning trying to say, hey, it’s better for me to not say anything, it’s better for me to just let this one go, let this behavior go. This person, obviously, I’d rather not work here, but I need somebody to work that station today. And now I would say, I’m much more willing to say, you know what, I’m just gonna take a couple of things off the menu until I can find somebody else that can do it, and I’m going to maintain the integrity of my program. But if I don’t run special today, if I can’t do these things that I want to do, if I need to  re-concept the menu a little bit, I’m going to do that, as opposed to dealing with somebody that we all know shouldn’t be there. And I think that that’s the right way to go. But it’s always difficult, right? It’s always the show must go on because you need that revenue coming in. The restaurant industry is very much a cash flow industry and having to limit yourself and how much revenue you can have coming in 90 days, because you had to let somebody go, because they were, you know, they shouldn’t have been there. It’s a really tough decision to make. 

18:30

Melissa: So I heard about your idea of offering heated igloos for social distance, outdoor dining. I love that idea. So I’m curious, how did you come up with that concept? And how complicated is it for setup breakdown, cleaning, serving, etc.?

Charlie: Well, I’m going to give credit to Kristin for the igloos because I was actually pushing really hard for a tent out front in the beginning, right. Now, I do a lot of the budgeting models and trying to say, OK, if we have this many people come through, this is the check average, and this is the table turn time, is, how are we going to do it? So I was investigating into this huge tent, talking to the landlord, trying to say, hey, what are you OK with, you know, working that out. And then, as you’re probably aware, the tent business is doing really well for itself right now. And we were a little late to the game in getting that done. I mean, supply demand, capitalism–the magic of it at work. And when I got the quote for what it was going to cost to actually put that tent up there was absolutely no way I was going to justify the cost. It was astronomical. And everything, you would need to add the number of services that we would need to make. It was just ridiculous. 

And Kristin and had this idea of, like, you know, we should do these individual little dining pods. And I said because it’s not going to add enough covers, it’s not gonna—like the math isn’t going to work, and saw the price of that tent and said, alright let’s do igloos.

19:50

Melissa: Well I hope to someday be able to partake in your igloo dining. My sister lives in Lexington, so I’m hoping at some point, when this pandemic hopefully slows down a little bit, I’ll be able to make a trip up to visit and come see you guys as well. So, it sounds fantastic. So, just two final questions that we ask all our guests, what is the one word that comes to mind when you think of culture? 

Charlie: Consistency, I would say, would be the first thing. That I would think of. Consistency in delivery, in execution, in communication. Without clear, consistent leadership, and without lines of communication that are also consistent you can’t have a culture, because different people think of different things. 

Melissa: Well with your low turnover that you said, in terms of having so many employees be with you for six years I’m guessing they might agree with that. 

20:40

Melissa: Last question is, if you could have a super power, what would it be? 

Charlie: OK, I’ve got a really esoteric one. If I could have a superpower, it would be the ability to identify alien life at any distance. And I’m gonna explain why. 

Melissa: I can’t wait to hear more. 

Charlie: I’ll try to think what’s the what’s the one thing that that will make the biggest difference in the way that humanity is currently acting in that is compartmentalized, and we’re all our horse blinders on looking through our little trap that little bubbles looking into our pinholes without any concept of perspective, unity or, like, I mean, it’s pretty bad. And I, I do, part of the reason, I’m part of this project, I’m very firmly in the camp that we are on a path of destruction here as species, and are at a really pivotal moment in our human experience, to turn things around, and try to fix what we have done, and are doing very, very poorly. 

And I think a lot of it has to do with the fact that we are looking in and not looking out, and I think if, you know, maybe I’ve watched too much Star Trek as a kid, but definitely, definitely watched too much Star Trek as a kid. Yeah. The fact that, you know, if we were able to identify the fact that there was life out there, I think it would fundamentally change our focus away from really stupid petty problems that we have that are historically based on, you know, intercultural conflicts and stuff. It just doesn’t matter and make us actually focus on the fact that we need to expand outwards and, you know, take care of our planet and survive. And that, that perspective, that shift, I think, who would make a huge impact on humanity and on the planet.

Melissa: Charlie, thank you so much for joining. I think it sounds like you very much are doing your part to make an impact in terms of having a better Earth. So, thank you, for that. And I can’t wait to get an opportunity to try your delicious food at some point. 

Charlie: A pleasure being here. And I hope to see you soon. 

Baking inclusion into your culture with Kelly Fields

cultur(ED)
cultur(ED)
Baking inclusion into your culture with Kelly Fields
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Why are energy and empowerment key ingredients for building a more inclusive restaurant industry? Kelly Fields, author and chef/owner of New Orleans’ Willa Jean, shares.

Melissa: Welcome to the cultur(ED) podcast. I’m Melissa Jezior, your host. On this podcast, I talk to top culture makers in the world today to unpack the visible and not so visible forces that make up this often overlooked superpower of organizations. Season two of cultur(ED) is focused on changemakers from the restaurant industry. And I’m delighted to have with me Kelly Fields, owner and Chef, at Willa Jeans located in the food capital of the US New Orleans. Welcome, Kelly, Thank you for joining us. 

Kelly: Thanks for having me. 

Melissa: Now, I’ve only been to New Orleans once, but I loved the city and I am excited to go back, especially once the world returns to normal. After reading about your barbecue shrimp toast and chocolate chip cookies at Willa Jeans, I think it might need to be my first stop when I arrive. So, I hear these are two of your most popular signature items?

0:55

Kelly: Um, Yeah, I think they are. I think We’ve been really lucky that almost everything we put on the menu is really well received. So, it feels like the experience of Willa Jean’s is more of the signature item than any of the food individually. 

Melissa: So, like, more of the collective experience, everything you have on your menu creates the Willa Jean experience. 

1:17

Kelly: Yeah, I think that’s true, I hope that’s true. 

1:20

Melissa: Well, I am excited as well, because I also ordered your chocolate chip cookies and cornbread, and I’m going to be having those delivered this week, so I get to at least try a little bit of Willa Jean from the comfort of my own couch this week. 

1:32

Kelly: Amazing. Good news. 

1:35

Melissa: So, in the town with some of the most talented chefs in the world, your restaurant quickly achieved high acclaim and success. So, tell us a little bit about the culture you’ve established at Willa Jean, and how that culture has really helped you create your mark in such a few short years. 

1:52

Kelly: I mean, first, I feel really lucky to be cooking in New Orleans and be, you know, accepted and part of the community here. Such talented cooks across the board. I think, Willa Jean from conceptualization like our goal was to be as inclusive as possible as a restaurant, both for employees and for people that we want to feed and nourish. And we have tried to navigate all of our decision making in the way that we do business based on that idea. And that value, and based on, like securing the future, is our mission statement. And that’s for our cooks, and our servers, and our guests, and the farmers, and, you know everybody that we deal with on a daily basis to try to, you know, just make the future a little bit better, and a little bit more secure for everyone. 

2:47

Melissa: How did you arrive at that mission statement? 

Kelly: I made a lot of mistakes [laughter]. I reached a point in my life where I was OK, admitting that I made mistakes or that I didn’t know at all, because it kind of goes against the way I was taught to be in a kitchen for most of my career. When I opened Willa Jean it was more of like I’ve never done this before, I’ve never been in this position, I don’t know what to expect, I don’t have all the answers, I don’t know what happens if we try this, and it’s wrong. So I just started saying that stuff out loud, which is really been one of the most empowering things to do. And the more mistakes we made, and the more we learn from them, and the more things we learned to do right, and the more ways that we were able to celebrate, we collectively learn that what we wanted to do was make sure that we were securing the future of the brand. And along with that, everything that’s built that brand. And it just sort of evolved naturally to be our mission statement. 

Melissa: Do you have any thoughts on that brand and your culture, and the link between that and customer satisfaction? I read one of your Willa Jean reviews and one of your customers were saying that she always feels like a sense of belonging when she comes into your restaurant, so you know, I heard you talking—you know, you may even know what review I’m talking about. So, tell us like a little bit more about the vibe and sense of community at Willa Jean

Kelly: I mean, I think, you know, the goal is, I mean, especially, especially now with everything that’s happened over the last few months, The goal now is to like, make everybody excited to be here, who chooses to be here in whatever capacity and just cook really good food that we’re excited to be cooking, that people are excited to be enjoying. And that’s, that’s kind of what we’ve been trying to do all along. And sometimes, you know, we get stuck, myself and especially, I get stuck on the wrong things and the wrong focus, and trying to take myself too seriously and take the food too seriously. But I think we really just try to have fun doing what we love to do. And I think that translates to the guest and the experience of eating here is that if we’re having fun, people are automatically more likely to have fun with us. 

Melissa: Yeah, I mean, yeah, totally makes sense. Yeah, you know, I think my mom always used to say, it just kinda reminded me and popped in my head, when you said that. It’s like, you can, you can throw a party, but you can’t make people have fun. Right? But, if you think about what you’re doing, is you’re throwing the party and it, when, of course, most people, when, they have a party want to have fun, so I get that vibe of like, you’re having a great time, and it just encourages others to enjoy with you. 

Kelly: And sometimes, I stand in my own way of that. That’s a learning experience too. 

Melissa: So, how do you remind yourself not to take yourself too seriously or your food too seriously? 

6:02

Kelly: I mean, I think a lot of the success of me, not knocking myself down, is employing people around me that, have no problem telling me that. Or, you know, pull me out and then, you’re, you’re kind of, are you OK? Like, what’s really going on? You seem a little tightly wound. Like whatever it is. Like being, by everybody in this business, has really helped all of us. When you have, that many people holding you in account, you’re more likely to, to catch yourself in the act of, you know, maybe overreacting to something or not being aware of how something is impacting another, you know. So, just like total, transparent, open, accountability, across the board.

Melissa: I found, I don’t know if this is something you could relate to. But I’ve found when starting Eagle Hill and being the boss, is that more, you’re more likely to have people tell you what they think you want to hear, instead of what you actually need to hear. And so, when you do, find people, who are so honest with you, I find myself, I value them even more than I even used to because you need that, I feel I crave that. 

Kelly: Yeah, 100%, 100%. 

Melissa: So I understand that even though all of your employees were furloughed because of the pandemic, you still provided access to health insurance. So what was your thinking behind that decision given that most restaurants don’t offer health insurance to begin with? 

Kelly: I mean, it’s the ethical thing to do, period. It’s kind of a no-brainer and it wasn’t a lot of thought, I mean, we were Furloughed. We furloughed most of the staff because of a health crisis. And to think about laying them off, where they lose their health benefits during a health crisis, it just goes so far against who we are as a company, that, it wasn’t even a discussion, really. 

Like, of course going do that for them for good again. Yeah. Yeah. 

Melissa: So as the economy re-opens and many employers are returning now back to their jobs, I think a lot of employees are fearful, how have you balanced, how have you handled balancing employee concerns with the financial realities as a business owner? 

Kelly: That’s one of this is one of the most difficult things I’ve done in my entire career is figure out one, how to do it right that instills, a sense of safety and trust with both the public and with my team. And I think we’re all fearful, including myself, especially with the recent, you know, spikes and numbers, and how many articles are attaching that to dining out in restaurants and so we’re doing everything we can as far as like people wearing masks and doing this and you know, getting the right filters in the HVAC system and sanitizing. The biggest tool for me that’s been successful, is just talking about it openly, again, with that transparency. It’s scary to be in here right now, and I’m not afraid to say it, and so nobody else is. So we just, we talk about it, we manage it on a day-by-day case by case basis. Like, sometimes it’s just really hard to be here and I get it. And if that’s the case then, you know, we deal with that the way we need to.

Melissa: Yeah, there’s a lot of written right now about the power of, of vulnerable leadership, of being vulnerable and in front of those that you lead, and I believe in that greatly. I think it builds trust. When people look at you and realize you’re just a person, too. 

Kelly: Yeah. This is a very new place for me to be in my life after 20 years of being in, like, really competitive kitchen, so it’s really, one of the most remarkable things for me is to sort of let the walls down and be my socially awkward, shy, knowing self. [laughter] The more I do it, the more successful I find that we are. The more, I allow myself to be ridiculous, because I am ridiculous, the more fun we have as a team. So it’s really, really rewarding. and it’s really healing in a way that is hard to put into words. 

12:55

Melissa: So Besides COVID, the other topic, and you started touching on this already, but the topic already like dominating today, our conversations today is diversity and inclusion. And I read that you want to make Willa Jean the most radically inclusive restaurant space in New Orleans. I think so many organizations want that too. They just don’t know how, so can you give us a glimpse into how you’re doing that at Willa Jean. 

Kelly: I mean, to be clear, like it’s a goal, and we have to work every day to make that goal a reality for the people that we have here and for the future. And I don’t know that I am the person to talk about how to do it, but I can talk about my experience in doing it. And the number one rule I have found and continue to find is to daily, listen. And listening to the team, listen to the public, you know, especially, you know, since the, the killing of George Floyd. There’s been so many things with my team and the black members of my community, black members of my team about what, and where my restaurant succeeds and fails on a professional level even on a personal level, to do the work, to make it better. 

And there’s been situations that I was even unaware just because of my own bias, unaware of how it impacted or affected others on my team. And so, you just have to be open to listen. And you have to be open minded to want to do the work, want to make the changes. And really do whatever is necessary that every member of your team feels included, feels like they have, you know, value on the team, they have the same experiences and the same opportunities, as anybody else, you know, walking through the doors. Yeah. 

Melissa: So do you have any advice, then, for businesses or restaurants, struggling with diversity inclusion? Have you found anything that you feel resonates with your team or that you feel like works or that has worked in terms of encouraging employees to bring their whole genuine self to their jobs? 

Kelly: I mean, I just think, it’s not one thing in particular. I mean, it is the removal of ego and the ability to show up and have to have those difficult and uncomfortable conversations and to put your own defensiveness away and listen, because for me, diversity isn’t you know, the number of faces I have in the front of the house or the back of the house. It’s, how do those people feel when they are at work? You know, it’s not about numbers for me, it’s about the culture, it’s about the experience of being here and making sure that everyone across the board feels empowered to be themselves and to show up as they are. 

And that, whatever way that is, they still contribute to the greater good and the experience—like I don’t make Willa Jean. Everybody that works here does, like, they’re the people who make this place great. That’s certainly not me. And so, the more I’m able to empower that, the better of a restaurant we are. Period. 

Melissa: So I understand civic engagement is also a part of your culture, and helping, I read that you are planning to hire a van to make sure employees can get to the polls on Election Day. Tell us why that’s important to you. 

14:34

Kelly: Why is it important? I mean, I think it’s more important than it ever has been, in my lifetime. Yeah. We have a van and operative people need rights to their polling place. We’ll give it to them, and we also use some of the driving services, Lyft and Uber, usually have free rides to and from the polls on election days. And our RTA, New Orleans Transit System does free rides on election day some years. I think they are this year. But I want to make sure that everybody has the opportunity to vote. Obviously, I’m not making anybody vote or telling them how to vote, but it’s important to make sure, should somebody want to exercise that right that they are able to. And that’s something I wasn’t really afforded in my time growing up and working in this industry. Like, nobody cared if you wanted to go vote, you had to be a work, and I don’t, I just don’t want to do it that way. 

Melissa: It sounds like you’ve really created this, great, and it really, it sounds like you’re well on your way, to create living your vision of creating this radically inclusive restaurant. Really truly, very impressive. 

Kelly: Well, thank you. It’s one step at a time. That’s it. 

Melissa: That is that I have for certain one step at a time, for sure. 

Kelly: Yeah, I mean, we got, we still have so much work to do, know, we still, you know, get to learn from our mistakes on the daily basis. We’re just going to keep doing it and having fun and recommitting every day with every mistake to get it right next time.

Melissa: You’ve also established a foundation, “Yes, Ma’am.” Tell me why you tell us why you chose that name, and what’s the drive, what’s your drive to mentor the next generation of women in the industry? 

Kelly: I decided on the name “Yes, Ma’am” because for what, 20 years in a kitchen, I was never called Chef, I was always ma’am. 

Melissa: And male chefs are typically called chef? 

Kelly: Yeah. Oh, yeah. I’m pretty down the middle of the gender spectrum. So I’m like the least ma’am, ma’am, available in the kitchen usually. And it just drove it drove me insane. Like it made me crazy if I was and then there’s a bunch of guys in the kitchen, they all get chef and I get ma’amed. And I decided with this foundation to finally like own it and like take, take the word back for me and what it means. So I called it Yes, Ma’am. And I kept seeing, I made it happen. I kept seeing all these chefs throw fundraisers and parties and do all the stuff, and they were guy chefs who were bringing all their guy, friends. And there weren’t, there weren’t women. There weren’t chefs of color. There was no, there was zero diversity happening in the events that I kept seeing, or being asked to do, or being part of. And so I decided to throw my own party and invited a bunch of women chefs from around the country to come in and cook dinner with me and just have a really good time. And it exploded and did really well. We made a ton of money, and that’s where the foundation came from. So I could take that money and invest it back into the women who nourish the South and try to pay it forward. And that’s what we’ve been doing ever since. 

Melissa: So have you been investing? 

Kelly: Lately, we’ve just been giving, well, I mean, lately, before COVID. We offer scholarships to different conferences around the country. We invest in, like, basically hands-on continuing education. Like, if a woman wants to go learn about wine in California from a woman winemaker, you know, they can reach out to us and, you know, tell us what they want to do. We talk them through the process of what it would look like to cost that out. And then we’ll just very quietly, like, give them the money to go spend a couple of weeks in California. And, you know, learn what they want to learn, see what they want to see, and bring that back for whatever their goal might be that we discussed in the process. 

Melissa: So, Kelly, what do folks call you in your own kitchen now? 

Kelly: They generally called me chef. When somebody calls me, Kelly, a lot of people call me Kelly, and I am so not used to hearing my own name that I don’t respond to it. I’m kidding, I’m getting more used to it. Most people call me chef, yeah. 

Melissa: Finally, right? I like it. 

Kelly: I kinda like just being called by your name. 

Melissa: I also heard you’ve got a cookbook coming out, which I am personally excited and looking forward to, which is getting released in September, I understand. We are a baking family. My family is a baking and cooking family, so I’m excited to get it. So tell us about the inspiration to take on this task and maybe tell us a little bit about the focus of some of the recipes. 

Kelly: Yeah, so the book comes out on September 8th, and it’s called The Good Book of Southern Baking. And it’s basically a collection of things I grew up eating. My family was making things I’ve made in my career. And people like, you know, people who have eaten my food and dined at the restaurants I’ve eaten at or worked at, the restaurants that I’ve worked at over the past few years have always asked for a book, and I had no desire to write a book. 

[Laughter]

Melissa: So what changed your mind? 

Kelly: I don’t really know. I went to a book release party for Vivien Howard and her last book and met a guy named David Black who is a literary agent and he somehow talked me into it, to at least like write a proposal and see how that feels. And you know he built it on step by step so I never felt like the big, you’re going to write a book, here’s the process. It was, like, hey, just, you know, do a couple of pages like this real quick. And then, all of a sudden, there was a book, which is probably a pretty smart, smart way to do it. 

You know, I wanted to bring Southern baking to a book that one, felt approachable, and not intimidating. I think there’s a lot of misconception on how difficult and scientific and exacting baking is. And I don’t think it’s as scary as people have made it out to be. And I wanted to share that, while also, like, tearing down the stereotypes of southern baked goods. Because most people think they’re overly sweet and overly decadent and too big and stationary, and that they haven’t evolved, through the years. The way everything above the South has evolved through the years. So I just really want to do a modern interpretation of how we celebrate, who we are as the South, as a region. 

Melissa: So are there are new recipes in there, as well as rest or recipes from, Willa Jean? 

Kelly: Yeah. Nothing’s really new, right? Like, not, I don’t know that anything is new here. But, it’s not, it’s not specifically Willa Jean. There are some of, like, Willa Jean’s greatest hits in there that people, like the chocolate chip cookie will be in there, the Willa Jean banana bread is in there, cornbread, things people usually associate the restaurant are in there, but it’s so much more than just Willa Jean. 

Melissa: Have you been doing a lot of cooking than and experimenting to get the recipes right for the book? 

Kelly: Yup, sure have. It’s also very different to bake at home than it is to bake in a restaurant. 

Melissa: How so? 

Kelly: Like, to me baking in our restaurants, like we have everything you need. You know what to expect, you know where your ovens are and how they work. And baking at home is like for me, for somebody who’s on autopilot and muscle memory in a kitchen, baking at home in small quantities, like disrupts the whole baking system. So, where do I keep sugar? I don’t know, I never bake at home. 

[Laughter] 

Melissa: It’s probably safer not to back a lot at home too. My problem is as we bake and then we eat it all. 

23:50

Kelly: I was baking cookies during quarantine for research. I was trying to figure out how to do like gluten free cookies and this and that. I just gave them all to my neighbors. I was home for three months, baking cookies almost every day. 

Melissa: You were probably the most popular neighbor. 

Kelly: Yeah, the days I didn’t make cookies, my neighbors would come knock on my door and make sure I was OK. 

[Laughter] 

Melissa: I heard, someone say, this joke about, you know, forget about the freshman 15, its the COVID 19. So here’s a question, we ask all of our guests. What is the first word that comes to mind when you think of culture? 

Kelly: Energy.

Melissa: I like that. Tell me more. 

Kelly: I think the energy of a place is its culture and the culture is the energy like it goes both ways right? Like when you walk into a restaurant or you know anywhere that’s fueled by people, the energy will tell you all you need to know about it, right? Or most of what you know about it. 

Melissa: Yeah, I guess that that also supports your thought too is like if you’re having fun, Right? If you and your team are having fun, it creates the energy that your customers’ experience. And my last question is, if you could have one superpower, what would it be, and why?

Kelly: Oh dang, I would really like to be able to fly. 

Melissa: Where would you go? 

Kelly: Everywhere. Where wouldn’t you go? It would be amazing to fly around the world, see everything from a new perspective. 

Melissa: Fantastic, I love it. Well thank you so much, Kelly, for your time and your thoughts. It’s been such a pleasure to talk to you and I hope when the world gets back to normal, I can make it down to Willa Jean and get to eat the barbecue shrimp toast and cornbread and cookies in person. 

Kelly: Me too, me too. Come on down.

Melissa: I would love it Well, thank you so much. Kelly. Have a wonderful day. 

Kelly: Thank you, you as well. 

Melissa: Take care. 

Virginia Ali on why community is a core value at Ben’s Chili Bowl

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Virginia Ali on why community is a core value at Ben’s Chili Bowl
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More than a beloved eatery, Ben’s Chili Bowl in Washington, D.C. is a cultural landmark. Owner Virginia Ali shares how culture—and, of course, delicious chili dogs—has helped her family’s restaurant become a pillar of the community on our latest episode.

Melissa: Welcome to the cultur(ED) Podcast. I’m Melissa Jezior, your host. On this podcast, I talked to top culture makers in the world today to unpack the visible and not so visible forces that make up this often-overlooked superpower of organizations. Season two of cultur(ED) is focused on changemakers from the restaurant industry. And I’m honored to have with me Virginia Ali. Owner of Ben’s Chili Bowl. I don’t think there’s any business as iconic to Washington, DC and Civil Rights history as Ben’s Chili Bowl. It’s a cultural landmark and its history is as beloved as it’s half smoke with chili. Welcome, Virginia. Thank you so much for joining us. 

00:40

Virginia: My pleasure. Thank you for having me. 

Melissa: Well, first off, congratulations on the recent celebration of your 60th anniversary. 60 years. You and your husband Ben were only 24 when you started and Ben’s Chili Bowl in 1958. What stands out to you most clearly from your first year in business? 

Virginia: Oh wow, that first year in business was interesting. I had been employed on U Street which was known as Black Broadway back then because it was an African American entertainment center. There were three big theaters in three blocks and jazz clubs and restaurants and that kind of thing. So, I was familiar with the area and when we wanted to open up a restaurant – we wanted to find an ideal location. The ideal location would be where there’s a lot of activity. We were fortunate enough to find the property and 1213 U street, which was formerly an old silent movie theater called Minnehaha. And we were able to lease that space. 

And convert it into Ben’s Chili Bowl … and we found the architect, contractor, the plumber, everything in the area at African American owned businesses right there in the community. So, we were able to open the business and it’s was a new modern looking, place at the time, with lots of color, and it was readily accepted by the community, and we wanted very much to make it a community-based place, and we were able to do that. So, things went very well that first year. And we’ve been there as I said, 61 years. 

Melissa: That’s amazing. That’s fantastic. Well, restaurants can be infamous for their culture. Tell me a little bit about the culture you and your husband built at Ben’s Chili Bowl, and what’s remained consistent over time, and what’s changed? 

2:26

Virginia: Well, we, as I said, we wanted to be a community-based place. It turned out to be kind of a meeting place, a gathering place. We were there during the Civil Rights movement in the Sixties. And, of course, we were able to participate in that in terms of, we had demonstrators as we call them demonstrators back then, we called them demonstrators back then, not protestors. And, and we had the big March on Washington in 1963, where Dr. King also had a satellite office in Washington, DC at 14th and U. So, whenever he was in town, he’d spend, a little time at Ben’s chili Bowl, and I had an opportunity to sit with him on occasion. And listen to him, talk about his dreams. And, so, in that, great, big March, that took place, where he gave his I Have a Dream speech. There were so many people in town, thousands of people in town for that. And we were, as I said, the gathering place for many of the demonstrators, we managed to get by you know, and then you’d see Dick Gregory, or you’d see Harry Belafonte or all these people, that took the time to pop into Ben’s Chili Bowl. Unlike today, and unlike today, because of the pandemic you know. It’s an interesting time. 

3:35

Melissa: Absolutely. So, meeting people like Dr. King and other Civil Rights leaders during your lifetime, what, what impact did meeting those influencers have on you? 

Virginia: Well they were strong leaders that promoted non-violence. And I found that to be effective. I found that, as I said, we had that much. And in 1964 the Civil Rights bill was passed. In 1965, the Voting Rights Bill was passed. Unfortunately, and I’m terribly sad to see that now our daughters and sons are fighting for the same basic human rights that we fought for back then in the 1960s. We’re still doing that. There are still protesters out there fighting for the very same thing. 

So, what’s impressive today, for me is we don’t have that strong, non-violent leaders in front of us, but we have all these young people coming out and doing it on their own. Right. We have all these young people coming out on their own, on their own conscience and from their own heart out here and knowing and recognizing that we need systemic human rights, laws passed for people. And I’m so impressed with it. Diverse, large numbers of diverse crowds. Not only in Washington, DC, but all over this country, and all over the world. 

5:02

I think that’s a major difference in what happened back in the sixties. And I’m so proud of them. And so, proud that they’re being nonviolent. We had some agitators, but, they’re done with that now. And I’m just encouraging them to endure and not give up because we’ve got to make some systemic changes here. 

Melissa: So, what do you think then, as a business leader? What advice would you give to other business leaders on what we can do better to support the Black Lives Matter and diversity and inclusion that you were talking about? 

Virginia: We support any way we can. You know, we had some problems because of the virus and we were struggling because it affected our businesses as it has affected everyone’s business. And because we had that, we’ve gotten so much community support and because of that outpouring of love and support, we were able to turn and give back to our community to give back to their medical staff by providing food and helping them in any way we can, whether it’s a donation of food, or monetary donation. And even participating. If you’re younger, than I am, I think you should be demonstrating as well. 

Melissa: So what has made – we’ve been talking about all the things that you’ve seen from the nineties to race riots, You know, tough social and economic times in the seventies and eighties, revitalization of the U street corridor and the nineties. Now COVID-19. And more race riots in 2020, what makes Ben’s so resilient?

6:30

Virginia: As I said, we will are a community-based place and the community has always been there for us and we’ve always been there for the community. In addition to that, of course, you know the chili dogs are delicious right? 

Melissa: They are delicious, I will attest to that. 

Virginia: And we tried to provide a family style atmosphere. We welcome everybody. We’ve always done that and we work hard. We’ve had very wonderful employees that have been with us for many, many years, I think we just have to keep doing what we do. It’s hard for us now because we have had to curtail our hours, We’ve had to close some of the some of the Ben’s Chili Bowls but the original is open. We do have outside seating a little bit now, doing this social distancing thing. And we’re doing our best. And I think that just enjoying what we do, I love people. I’ve been there for 61 years, as I said. And I was going every day until the virus came to town. Now I’m trying to be safe because of my age. 

7:37

Melissa: And I know that I can only imagine how frustrating that must feel. I’m sure you’re ready for the new normal or to get us past this back to normal, again, will be, I think, a sigh of relief for everybody. 

Virginia: A great relief for everybody and especially now, I miss with all the protesters in town and around town. I’m sad I’m not getting to see them, I do miss that, because I like to encourage them as well. And that, that’s really hard for me, but, this too shall pass. Right? 

Melissa: This too shall pass. I believe that as well. I absolutely believe that as well. So what’s made you want to keep fighting with all of this craziness related to the COVID pandemic? And you know, I think it’s been a hard thing for many restaurants during this time. I’ve heard just 15 of your 65 members were working and I heard your sales plummeted 80%. What made you still want to fight to survive? 

Virginia: It’s what we do. We’ve been a part of the community. We want to stay that way. Small businesses are what make this country work. Small businesses are the ones that connect to communities. So we have to fight to keep our small businesses strong and it is an effort. It’s a serious effort. 

8:50

I had the good fortune of having three sons that joined me and their wives and so, now that they are the younger generation, and I’m encouraging them to try to hold on to our culture and our history. This is part of our history. This is the part of U street that survives, which, as you said, we survived the riots of 68. We survived the influx of drugs where a beautiful neighborhood became a ghetto. We survived the construction of the green line subway system that dug up the entire street and left us without a car, passing in front of us for quite some time. And now we’ve survived the new neighborhoods, and we’ve had wonderful guests all over the years. Just imagine. We were there to see and witness the election of an African American president, something folks my age didn’t expect to see in our lifetime. And President Obama’s, very first outing in Washington when he came to Washington as President Elect, was at Ben’s Chili Bowl. 

Virginia: We have these wonderful, wonderful memories. And I think about people like Dick Gregory, who was a regular then who is a major civil rights activist after he was first comedian, and it’s in a number of things, but I do remember. And then, when he realized that we had picture on the wall on our mural, he came down to see it. And spent so many hours with me that day. But, I just remember then he died I guess a couple of months later. And I was so touched by the fact that on his very last visit to the Chili Bowl. The funeral service was Saturday. And on Sunday there was a funeral march. 

10:44

Virginia: The funeral came from the Howard Theater, up U street, by Ben’s Chili Bowl, where this procession, which included, of course, the family car and the hearse and the marchers. And the musicians. The musicians next. And then the marchers. They came up the alley, eventually, by Ben’s Chili Bowl, and stopped where his pictures on our wall were and stopped there for a moment. I was so touched by that very last visit to Ben’s. 

So those meaningful things, to me, and Jesse Jackson if he’s ever in town manages to come by Ben’s. And these are things that are part of our history and wants me to keep going. Because there’s still history to be made. Our young people, my children, and their wives can now move forward and keep it there for another 60 years and make more history. Be a part of it, right? 

11:41

Melissa: And you also mentioned you had three sons who are now involved in the business. My company, Eagle Hill is also a family owned and operated business from time to time. I feel like my 13-year-old self shows up to work every once in a while, unintentionally. But tell me, what does it feel like working with your family and how’s that lended to your success and longevity. 

Virginia: Well, we were very surprised that they wanted to do this, because really, restaurant work is really hard work, and you have to love it in order to be able to do it, and to do it effectively, you know? So we were very surprised when they joined us. But it’s wonderful. I mean, whenever I’m going down there, I get to see them because the original U street, it’s basically their headquarters, right? So even if there are at the other Ben’s around town, they will, at some point, during the course of a day show up, at the old original spot. And that’s meaningful to me. 

And then we have three daughter’s in-law, two of whom are full-time with us. So, I’m just having a grand time. Of course, there are some challenges every now and then. One doesn’t agree with the other one, but that’s a family thing that we work through. And I think it’s just wonderful that they wanted to carry on this little legacy that Ben and I started 61 years ago, and I was so flattered by that. 

Melissa: I’m sure that must make you proud. I can imagine, do you get the question often – when are you going to retire? 

Virginia: Yes, I don’t plan to. 

[Laughter]

Virginia: It keeps you healthy. When you’re busy, you don’t have time to be sick. If you wake up in the morning and feel a little dull headache or a little sluggish you can lie down there and nurture it and let it just become bigger or you could take a quick shower, throw on something, and go find something to do. And you’ll forget about the little ailment you had. 

13:89

Melissa: I believe that. I believe that as well. Because especially working with my parents every day, I can see the same thing and they say the same thing that you just said exactly. It keeps you young. 

Virginia: It keeps you young. It keeps you healthy. You don’t have time to be sick. That’s the whole key. And I really, really, like your parents, am living proof that it works. 

Melissa: I believe it. So during your life, you’ve seen so much. What do you think has been the biggest or most impactful change you’ve experienced over your lifetime, Virginia? 

Virginia: Oh, wow. There have been so many changes, you know. Wow. There’ve been lots of changes. And I think about that. You know, I think about growing up, I grew up in the State of Virginia with segregated schools and all of that. I came to Washington to the big city and witnessed a little bit more of segregation, then I witnessed integration. So, there have been changes, and then, you see the advancement of science and medicine, and all of that, it’s just wonderful to see, and to have lived long enough to experience all of this. 

It’s been a real pleasure to do that. And now, I’ve got the biggest change of all, when I see what we’re going through right now. Dr. King was just an amazing leader that we had, and to see how to see how effective he was with his nonviolent movement, was a pleasure. 

So I’m definitely now going through the changes that we’re experiencing today. Today’s experiences are monumental. I think that a big change is coming. I think we’re on the verge of being able to make our world better. I think we’re on the verge of being able to make our own world better certainly, when it comes to basic human rights. I’m hopeful. 

15:25

Melissa: I’m hopeful, as well. I’m very hopeful as well. I just wanted to circle back with one more question related to the time you spent with Doctor King. Maybe you could tell us a little bit more about those hours that you spent together, and how they kind of impacted you. 

Virginia: Well, I can’t say that there were hours, because he was always a busy person, and he was always one that everybody wanted to talk to. So I had my time with him when he had come in and sit for a little while and then we’d be interrupted. Right. But just talking to him and seeing his soft, spoken word and what peace meant to him and how he had was able to convince people that the appropriate way to make change is to do it peacefully. 

It was just thrilling to hear him. You felt like he never lost his cool, he never got angry. He was just calm, and collected, and believed in what he was doing, and knew it was the right thing to do, and it just taught me that this is the way everybody should be. 

16:32

Virginia: His ability to deliver and to convince people, I mean when he was in the pulpit when he was doing that, I Have a Dream speech it just, it just touches you; just transforms you into another kind of thinking. It certainly did for me. 

Melissa: So, yeah, I can totally see that, really working on stretching how you think about things. 

Virginia: And his concern for other people, he was always concerned for other people, wanting to make the world better for his children and for everybody else’s children and that was his goal and that’s what he thought about and talked about all the time, That’s the only thing he talked about, making this a better place, better world, for the new generation and for all people. 

Melissa: Well, it seems that you and your husband managed to create a small microcosm of that at the Chili Bowl, at a minimum. 

Virginia: Well I’ve certainly enjoyed my experience there, I can tell you that. I’ve enjoyed it very much, and I continue to when I get back down there. A very small little place, not a big significant anything, but it certainly has welcomed many people. And I’m so grateful to them for coming and grateful for the outpouring of love and support. And I remember when we were there during the riots of 1968 in the neighborhood and said, Oh, no, no, no, no, no, no. We’ve got your back don’t let—no one is going to touch Ben’s. No one’s going to touch Ben’s. 

Melissa:  And they didn’t, did they? 

18:10

Virginia: And they didn’t. So we’ve been there all of these years. And it’s just been a wonderful experience knowing that people care about this little place. You know, I remember when we did the first big celebration my son said to me on our 40th year, Mom, I think we should celebrate you being there for 40 years. Ok. 

My husband and I had planned our vacation to Trinidad. We went to Trinidad in August. And he called after we’d been there a week and said, Mom, you guys are going to have to come back because this is a little bigger than I anticipated. We came back on August 21st. The celebration was August 22nd. They picked us up at the airport and said, I need you down at the Chili Bowl at eight o’clock in the morning. When we got down to the Chili Bowl at eight o’clock that morning, the street was closed. There was a press conference going to take place. I think at nine o’clock, or whatever time that morning, it was going to be a big press conference. The city officials were all there. Jesse Jackson was there. There was so many people. But the media, from CNN, to NBC to ABC, everybody was present. And more importantly, the line of people that were out there all day long. A block long to buy a hotdog because we weren’t giving anything away. Was overwhelming. For me, I was so so excited that we really mean something to this neighborhood. This is so special. Yes. It was so special and that continues. We had a 45th anniversary and the 50th and the 55th. And 60th so now I guess I’ll have to hang on for the 65th. 

20:00

Melissa:  And you mentioned, you mentioned that a lot of your employees have been with you for many years. Why do you think they stay so long? 

Virginia: They become part of the family. We make them feel like family, they make us feel like we’re the parents. 

Melissa: I have heard people affectionately call you mom. 

Virginia: Yeah, everybody, the staff always called my mom. 

Melissa: That must, that must also make you feel proud. 

Virginia: Yep, Yep, I do feel very proud, and I treat them like my children. If I see them doing something that I find inappropriate, even if it’s a personal thing, I get involved. 

[Laughter] 

20:35

Virginia: My husband considered himself a motivational speaker, and when we hired back in the day, most of the employees were students, you know, they were high school and college students, Because in those days, we didn’t have financial aid like today, so many people had to work to go to school. And I remember when they were coming in from Howard or DC Teachers College, or something and they were students, we’d ask to see their school schedule before we gave them a work schedule, as well, because we did not want someone with a more early morning class, to work late at night. 

So we were able to do that for those kids, and now we have people all over the country, in different fields and professions. Now they bring back – the third generation’s coming back now. To see the Chili Bowl or to go to college or something, They all stop in and remind us of their parent or grandparent that went to school here. So, it’s pretty amazing. That’s what happens when you stay a long time, right?

So, Virginia, there’s a question we ask all of our guests, and that is, what’s the first word that comes to mind when you think of culture? 

Virginia: Love. I think of love. Yes, Love is the first word that comes to mind. Culture is so important –  to maintain culture and to teach the next generation. Your culture. And I love meeting people from all walks of life and from all parts of the universe. Because I like sharing our culture. I like knowing about someone else’s culture. It’s just very fascinating to me, and it’s something that we have to hold onto in this city. And particularly the African American culture, I think we need to hold on to that, and to pass that on to our children, and grandchildren, and to the world. It is a beautiful culture. 

Melissa: I wonder if it’s taking forward the be open mindedness into the future of learning, about everyone’s cultures, and how they’re different, and how they’re the same, that might actually be the uniting factor. 

Virginia: I would like to think that would be true. Absolutely, It’s fascinating to learn about other people’s cultures, and to learn about their religion, and their music, and their everything, and just exchanging that experience is meaningful. Just exchanging that experience. So that’s what I would do at the Chili Bowl. I had people coming from all over the world and to sit with them from another part of the world and learn about their culture and then they’re asking me questions about mine. It’s just one way to get to know that we’re all just human beings. We’re all just people, right? We are all just people.  

23:27

Melissa: So if you could have one super power, what would it be? 

Virginia: If I had one super power? If I had one super power, what would it be? Let me see. I would just take away everybody’s anger. Take away, everybody’s anger.

Melissa: I love that, that’s fantastic. 

Virginia: Make everybody happy. 

Melissa: Yes, indeed, happy. That would be a great superpower actually, that would be a great superpower. 

Melissa: That is amazing. That is, that is amazing. That’s awesome, I love that. Well Virginia, thank you so much for taking the time to speak with me and providing the insight, and all you’ve done for the community. It’s really, it’s really wonderful. And I loved, I loved the story of Ben’s Chili Bowl. It’s really, it’s really a beautiful one. 

Virginia: Well, thank you so much and thank you for including us in your podcast. 

Melissa: Wonderful, that’s right. I believe that once this is all over, I hope to have the opportunity to meet you in person and share a chili dog with you. 

Virginia: Thank you so much. I’d love that. 

Melissa: Thank you so much. Take care. 

Virginia: You too. Have a great day, 

Melissa: All right, bye. 

Melissa: Thanks for listening to our cultur(ED) podcast. If you like the show and want to learn more, check out our cultur(ED) website: culturedcast.com. And please follow us on iTunes. If you’d like to know more about our research, visit eaglehillconsulting.com/culture.

24:59

[End of recording.]

Culture: the recipe to pivot and profit with Amy Brandwein

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Culture: the recipe to pivot and profit with Amy Brandwein
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Melissa kicks off season 2 with James Beard-nominated chef Amy Brandwein, who shares how culture has helped her business adjust to—and innovate in—the restaurant industry’s new normal.

Melissa Jezior: Welcome to the cultur(ED) podcast. I’m Melissa Jezior your host. On this podcast, I talk to top culture makers in the world today to unpack the visible and not so visible forces that make up the often overlooked superpower of organizations. Today we’re kicking off Season 2 of cultur(ED) where we’re featuring changemakers from the restaurant industry. I’m thrilled to be kicking off this season talking with Amy Brandwein, chef and owner of two premiere Washington DC restaurants, Centrolina and Piccolina.

Melissa: Welcome Amy. I’m so happy to have you here.

Amy Brandwein: Thank you so much. I appreciate it.

Melissa: So first off, I want to say congratulations on some recent good news, which is nice to have amidst all the kind of the bad news that we’ve all been facing. Congratulations on your fourth James Beard award nomination. How does it feel?

Compared to your first second and third nominations.

Amy: It feels like everything and it feels like not so important the same time

Melissa: I can see that. I know it’s a crazy time right now. Yeah. Well, let’s start with the topic of culture. The restaurant industry is famous right for having a tense high pressure culture.

0:01:05

Melissa: Tell me about your experience growing up in the restaurant industry and how you drew from those experiences to build your own culture at your restaurant.

Amy: Yeah, so when I was coming up through the ranks in the kitchen, you know, it was not a time where people were even thinking about restaurant culture. It was more about creating fine cuisine at any cost, I guess. You know, and I don’t think anybody really thought of it as a legitimate industry.

So, you know as I saw kind of like what my experience was. I realized that you know, it’s an awful lot of work to not get not reap positive benefits out of it meaning like, you know see a path to ownership or you know empower people in a way that they feel like their opinion counts, you know. And so being one of the few women in the industry are definitely in my kitchen that I was working in many of them, I should say, or being very one of the few female chefs and Washington or anywhere else, you know, it was uncomfortable at times.

0:02:05

So, you know when I set up a path for becoming an owner myself, I thought like I really need to create a culture that reflects me I feel comfortable in and one where everybody feels comfortable and accepted to share their opinion for like the greater success.

Amy: I think there’s a lot of been a lot of intimidation and kind of like top-down type management and it can be good if you’re doing the right thing, but I mean the same time like there’s a lot of employee burnout and frustration that so that was kind of what my thought was is to create a group of supportive environment where people felt valued you know.

Melissa: I think that’s interesting. If you think that’s a trend we’re seeing in the just broader across many Industries and I love that kind of concept is like fine cuisine at any cost, right?

Melissa: Like I think a lot of leaders in the business world is starting to realize that it’s really not about you know profit at any cost or fine cuisine at any cost. It really is about bringing the right culture to the organization. And I think the organization then ends up doing better because of it.

0:03:03

Amy: Yeah. I mean I what I’ve discovered is culture equals profitability, you know.

Amy: and that’s something that as I started it, you know, it wasn’t I just wanted to be able to like pay my bills and create a job for myself you handle and then I realized that the culture was this thing that was like the oxygen that everybody the customers and employees were all breathing and it be it became one of the roads to probability of success, which I was is I was even learning while I was doing it, you know.

Melissa: Yeah, I totally understand that so I you know, obviously this Covid pandemic is something restaurants were not prepared for–no one was prepared for. Tell me about how your team responded to this unforeseen event and decided to pivot and go to takeout and delivery.

Amy: Well, you know, we had been in an interesting time period prior to this. We had just been through huge massive year. Meaning we had opened Piccolina, which was our first adventure outside the first restaurant and so that was a lot of learning, and not for me so much because I’ve done it so many times, but for the team it was a big learning process. And then at the same time, we renovated Centrolina.

0:04:13

So, in the space of you know, nine months we had opened a small Cafe and also completely gutted half of the restaurant. And so, what happened during that process was when Centrolina was being renovated. We move some of our prepared food operations over to the cafe because they’re right across the street from each other, and the market that we rely on for some of our revenue was no more because it was under construction. So, I had an idea of, and I didn’t want to lose my customers that relied on the market. We like huge residential population here. So, what I decided to do was I had I was thinking like, how do I still you know maintain this revenue stream, how do I make sure that we’re still connecting with customers? And so, I had an idea to put the groceries online because we had a we didn’t have a market by said I can still sell online, and you know. So I set out for this idea thinking that at that time period that I wanted to continue trying to serve the community, and also I said well would be really cool if I could deliver groceries to people at City Center or beyond.

0:05:21

Amy: Because there’s a lot of people say in Cleveland Park or you know other parts of Northwest you see that want my pasta or they want the sauce, but they don’t want to travel for it. They don’t want to make you know, sometimes with traffic and could be 45 minutes. So long story short is we had already I, so I had already reached an agreement with Caviar was to delivery service at that point to put my market online.

And so I was it was like this like project in the back of my head that I was like really excited about and then when pandemic happened, I had already had my grocery store online. So that part it was a lot of heavy lifting to my team. I think I was driving my team a little bit crazy because they’re like, you know, we’re selling like just a few things today and I said, it doesn’t matter. Like at that time nobody really understood exactly how important it was going to be.

0:06:10

Amy: We were just entering the data in the computer and so when this happened I had already been I’d already had an agreement with Caviar that they would do this for me and it was like the first market of its kind that wasn’t like an Amazon that they were going to do this for and so when I already had the agreement then I just like, you know, I put my pedal around to it and I already had their commitment.

So then they set out about taking my data from the from the online grocery store that we already had and input it into their system. So that part was really really easy for us. I mean meaning like we are already doing it. We’re already doing groceries now, but we had already pivoted before this thing took place. So that part of it was really exciting for me because you know, I was like my little like my little geeky project made for shape, but I was like really happy about it, you know.

0:07:03

Amy: And so that was fun and then you know the delivery service, you know, gosh we drive around, and I’ve driven around. It had the pivot hasn’t been too hard. It’s been it’s been interesting, but it hasn’t been like a huge sea change, you know, my food is known for being like fine dining meets accessible sort of, so I don’t make things that are extremely complicated.

I just make things that I think are the best way to do a certain thing and get out of the way basically. So, it’s very well suited for what the times are. So, I think in some respects, I just I was very in a very good position to be able to move slightly different direction.

Melissa: So, in other words you were planning for the pandemic and you didn’t even know it.

Amy: I have to say pretty much. I didn’t know that I was, but you know, we renovated the space and we had 50% of our real estate devoted for the market we modified it. It’s a very long story that’s not worth getting to but, we modified it and now we have a much smaller footprint and that was my entire idea with the online grocery stores that my square footage is much smaller because I want to do private dining. But I want to have more revenue per square foot in that space and that was why I was thinking about the market online.

0:08:19

So, this whole thing has been like just a it’s been an amazing thing. I mean now, you know, the market sales are accounting for at least 50% of our Revenue now, it’s something else. I mean, I’m not even shocked, you know.

Melissa: That is amazing. So, I also heard that you recently had an employee test positive for covid-19 that requires you to shut down the restaurant or the operation right do a full deep clean. And then I heard you just reopened again on May 8th. So, tell me did you ever think about just throwing in the towel?

Amy: Yeah, I mean I thought about you know, we had been we’ve been open post closure dining closure. I think it was about a month solid month. We had done the new the new normal and you know when that happened it just was very, I was very surprised because it just it wasn’t our entire team was healthy except for one individual, who is doing much better now. But it was frustrating, and I was scared.

0:09:17

I was I was definitely feeling more fearful, you know and so we were all home. I have an amazing management team and we’re all home and I used to talk to them all the time like, you know, once of the started I said, you have a choice you can work if you want. If you don’t, we’re gonna hire you back when this gets to a better place everybody wanted to work and I was surprised that everybody’s—I was very sensitive to how they might be feeling because I knew how I was feeling pretty I’m pretty tough, you know, and so if I was feeling I was just very concerned about staff and they all wanted to they were wanting to come back to work even more. So, it was interesting.

I wasn’t expecting that and so, you know now we just do what we do, but try to we did, you know, install it even more health practices and that type of thing and yeah, I mean, I think we’re all kind of in a good place about the situation that is right now.

0:10:05

Melissa: So, I’m always interested from both personal experience and professional experience how like unexpected disruptions whether it be a key employee that quits unexpectedly or this pandemic how and they’re always hard to with. But I think from them often comes learnings and growth and innovation. So, I’m curious about what you’ve learned from this and what how you’ve grown and what you will hope to take into the post pandemic future both personally and professionally.

Amy: Yeah, that’s a really good question. I have learned a lot from this, you know, I I think the first thing is that we as a group are not working as many hours.

Especially we weren’t we’re not working as many hours as we were before and I think I’ve learned from that that that that makes that makes for a better team, you know, it’s one of these things that’s part of the restaurant industry and then the economics of payroll and such that it’s just very hard to up make the dynamic, you know the prophets work. But I’ve learned that like I think that there’s a space for trying we have to try to make this different. I think that’s what I’ve realized is this industry needs to change and I have re-thought I don’t know how exactly I’m going to implement it.

0:11:17

But I’ve been mulling it over my head that you know, we should be changing the work requirements and maybe it’s you know, having an extra staff member on hand because that’s one thing that restaurants don’t have that that a lot of other industries have. Most industries have you know, somebody sick, like there’s somebody who can fill in, you know in the restaurant industry is never like that.

It’s just not so we are unprepared for these times. And so I’ve really been thinking about what the industry needs to do to try to change this situation and there’s just a lot of different policies and things that I think just need to change just around us but also internally you know. Gosh, I don’t know health care obviously and trying to figure out how to give the staff more time off so that they can feel more balanced, I guess. I have to say like I have sort of I am used to working the past which is like looking at all the food before it goes out and the customers and it’s just you know, it’s the way that I do quality checks on the food.

0:12:15

And this is just sort of you know, it’s been sort of a sucker punch, you know, and so it’s been I’ve been able to let go a lot of the that pressure and sort of just like let my team kind of do what they do like being managed by me, but I’m not as hands-on right now and I kind of it’s not that bad of a thing.

[Laughter] I’m learning how to do that. You know, so I’m trying to you know, I’m learning how to do that.

Melissa: I think that’s amazing and I think that’s what I think that’s what shows resilience is when people and businesses can really truly take what they’ve learned and apply it to going forward think it bodes well for your future and hopefully we’re all of our futures.

0:13:05

Melissa: So being at a head chef and a business owner, I think you could you possess a very unique DNA that combines rights got to have a little bit of leadership, a little business sense, a little creativity. So, taking all of that. What do you think makes what is the difference you think from being a great chef to being a James Beard award-winning chef?

Amy: Such a good question, you know, it’s something that we as industry professionals we think about all the time like what’s the marker? Like, how does this you know, what is the difference?

You know and I think the difference is just from a culinary aspect that these types of awards or recognitions are accolades that they’re the most important thing is that they’re given by your fellow peers, you know, they’re it’s like what do they consider the mark of a great chef and I think you know great chefs can be or what’s the difference between being a Jami–you know a great chef and James Beard Chef. I think that being a great chef is having, you know, great food moments of brilliance being exciting, you know and having enough skill that you know, you’re busy, but I think that’s the mark of a great chef.

0:14:08

I think James Beard chef is this consistency over time marked with all those other things. So, can you still excite people? Is it consistent all the time? Is everything that you do excellent? And I think that’s the marker that people usually look for is you know, not that one thing is great, and the other things are so so. It’s the consistency all throughout your entire organization and also kind of like, you know, what are you saying through your food?

You know what is your what is your what chords you’re striking and so each chef has their own style and then within that each stuff that is I think a James Beard Chef makes it they make their mark in some way in a way that’s different. And so, there’s something distinctive about them.

Their cooking or maybe their personality their restaurants what they look like what they feel like something else some different thing that their bringing to the table that makes people go wow, you know.

Melissa: So, in being a celebrity chef, do you find that that helps you or hurts you in terms of your role of being a manager and a leader?

0:15:09

Amy: Well, I don’t think of myself as a celebrity chef. No, but you know, I think my staff I don’t think my staff thinks of me that way either. I mean I’m not I think they see me coming to work every day and I think that I mean, they see all the news clips and things like that, but they also see me come to work every day. And so, I think that’s the thing. They know that like that’s real, you know, and that we’re here all working together.

So, what makes it easier I think is, you know, when you’re creating great food and you’re creating this culture and you’re doing things people are excited about it brings a lot to the restaurant. And that um trickles down to longevity and you know sustainability profitability. Yeah. I mean when you have that type of press that’s coming, it makes getting people in the restaurant easier. It helps the entire organization and then you know, there’s pressures that go along with this. I think sometimes you know, I’m pretty down-to-earth think sometimes the staff I have moments where I have to reinforce that, you know, whatever it is that we’re doing is just not good enough, you know. And I think that those are the moments where they sort of like a reality, you know, it’s a little bit of a reality check like, you know, something is not in line with what I do or it’s not on the standards that I hold sometimes, you know.

0:16:38

Wait, I have to put down the you know, I have to put my foot down. That’s just not that’s just not good enough for us. We have to do better than that, you know, so I think it creates a lot of pressure sometimes the same time like I think I’m fortunate to cook in a certain way that the customers really latched onto it, and it’s a way that makes it easy for my staff to operate. Meaning that like I create food that’s realistically executable with really great flavor profile and I think that is the thing that on is a one of our greatest strengths is what can we do realistically. Being realistic I think and knowing what your strengths are and what kind of chef you are I think makes things a lot easier to do. I know what kind of show I am that I know what I’m not and try to put yourself in a situation where you’re not cooking, you know in a way that you’re comfortable and it creates a lot of problems.

0:17:33

Melissa: I love that idea of being like setting high standards, but also being really realistic in terms of what you can implement and being grounded in that because I think that is what creates excellence in any industry.

Amy: Yeah, I think so. You have to be if you’re setting high expectations Is that people can’t reach there’s no way there’s no way that’s gonna work. It has to be executable every day. It has to be something that people can understand has to be something that they can do over and over again and you know. It has to be something that is like honest, you know in your approach and if you’re if you’re you know French chef and your four-star chef then that’s who you are. Then you create that and that’s your model and people understand that.

0:18:10

That that’s great. But you know for me, I think it’s realistically understanding stress levels that are people are under and this I know because I was in that environment.

It’s about creating a realistically executable food that is attainable and not—I’ll tell you one thing that I say. I told my staff is that you know, if a chef is screaming, you know at you know, whoever, the issue lies with the chef not the employees. As the chef’s the one who hired the sous-chefs, the chef’s the one he created the menu, the chef’s the one who sets the standards and staffing. And so, if there’s a problem with the food or people weren’t doing things correctly ultimately the chef is the one who has to take responsibility for all this so they shouldn’t be screaming the staff. They should be looking at their selves trying to figure out you know; how do I fix this? Because whatever I set up it’s not working.

0:18:58

You know, I think that’s the key to how I view things is that you can’t create an unattainable environment and then take your frustration out on your team.

Melissa: Yeah, that makes a lot of sense. And I you know that acts I’ve heard actually that you you have talked about a lot about keeping the need to keep your emotions in check in the kitchen and this is kind of related to that that same thing and I think it’s something that any business leader can relate to is that you have to be able to keep your emotions in check. Tell me how have you learned to self-manage your own emotions and such a high-pressure environment?

Amy: You know, I have to think you know, I think being an owner changed my you know, I realized that I have a responsibility and so being an owner and having I have 80 employees and so having so many employees, you know, they need you to stay calm and nobody wants to work with somebody who is losing their temper, you know, so, you know, I take a deep breath.

I just learned to breathe. Sometimes I’ll go have a glass of ice water. I’ve told my staff sometimes like go in the corner and drink some water because usually like after 10 seconds you’re calm, you know. And so, I think I have to just I just try to not go with my first impulse which is like release the tension.

0:20:13

I try to I try to pause for a second and breathe and then you know because I have moments of I’m a I’m sort of a perfectionist, you know, so I have moments where I get very frustrated, you know, but I have to try to control it and I understand it’s my job to control that, you know, I have two feet. Like I said, it’s like the responsibility rests with me to figure out how I’m going to manage through this, you know, and it’s kind of nice, you know, you see the you see the positive results of doing it.

And then once you realize that there’s another way to get through it. It seems like an easier than having issues with staff later because you lost your temper, you know.

0:20:50

Melissa: Yeah, yeah. I totally I hear you on that. I was reading a quote recently. I’ve been thinking a lot about during this whole pandemic and its really, it’s very closely related to what you’ve been talking about. It’s a leader is supposed to absorb fear but exude hope. And it’s kind of similar to what you’re talking about. Like, that’s our that’s our job in terms of creating a culture is to be the shock absorber to ground ourselves and then outwardly were something you know, we’ve managed the emotion.

Amy: Yeah, I have that’s something I’ve learned since I’ve started the restaurant is that you have to face things and head-on and exude be positive. I mean, I’m a realistic person. I’m not like always thinking that everything’s going to work out perfectly, but I think that from the power of Goodwill and your staff and being positive and, you know corralling everyone to do the right thing. I think the greatest strength is having that that mindset and with that you do leave through it, that is depending on you to have a leadership role like, you know, you’re marching in front of everybody and everybody else is with you, you know, but you have to lead.

0:22:00

Melissa: So, I read that you’re a big proponent of good communication and that you should not confuse communication with conflict. So, tell me more about that.

Amy: You know, I think there’s a lot of times where you know, there’s you know, there’s issues like, you know, maybe somebody doesn’t understand the task at hand or maybe, you know, staff member is having maybe issues staying on track. You know, I’ve been reading a lot, I read a lot about different and not just restaurant things but just all kinds of things business things and you know. I think one of the biggest problems that people have is time management so like say somebody who were having time management problems in the restaurant industry. It’s very easy to get distracted. You know, I think it’s important to discuss them and discuss them head-on and you know make sure people understand why there was the issue.

0:22:45

Amy: And I always say that it’s not you know, it’s I always said that even when I was the brunt of some instruction that wasn’t delivery wasn’t so pleasant, you know. It was always the lesson that was being learned and important thing is learning the lesson and I always say to them, you know, my job here is to teach everyone here how to do behave professionally and understand this industry of respect, you know. And so it’s I think if people understand the way you think they really understand what you’re saying and why you’re saying it and they understand it’s tied to the bottom line and it’s impactful into whether you’re going to be successful or not. I think if you explain the metrics of what it is that you’re doing then people really there with you. You can’t just like say do this and then expect people to understand why it’s important bringing them into the philosophy of business is I think is very important. Communication is you know conflict is getting to the root of the problem.

0:23:40

And I’ve had many, you know, many of my team members, you know, tell me, you know, not many but my team my management team my poor management team, they’ll tell me when I did something that that bothered them, you know, and I think that it’s important to listen to that, you know, um, We learn from I learned from them all the time. Like, you know, I’ve learned how to be a leader.

I didn’t just like pop up and be one I’ve made tons of mistakes and I try to like kind of learn from what they’re saying and then I try to say, okay, well, here’s my take on this, you know. And I think that exchange has been super important, you know. But I think I think having the team be part of discussions that are business-oriented about why you’re doing things why you want things to happen why it needs to happen a certain way or what the goal is I think is the thing that makes people really like advanced, you know. that’s what I think.

0:24:29

Melissa: It gets back to that supportive culture that you talked about in the beginning of our conversation like that’s part—I think that would probably be part of building that support of cultures is teaching people.

Amy: Yeah teaching people business. I mean, you have to you have to teach, you know, you can’t just be that this is my restaurant and well it could be it could be.

[Laughter] but it’s not it’s it could be and that’s kind of what I’ve been, you know, seeing throughout my career through many different places I’ve worked like you know, this is this is our place. This is my place you’re going to do this and I don’t like that and do this and why is that like that and maybe an occasional good job and you see success, you know, but it’s really like it’s coming as a directive, you know.

My goal is to teach people who work for me the what business is and like what metrics are, and how do you make a profit, and what do we need to do, and how we’re going to market ourselves, and we have to keep moving, and here’s why you know. And they see once they I think they understand that you are giving them something besides a paycheck. You know, I hope I don’t know.

0:23:39

But I try to say, you know, like my I have some managers that have never worked in a really high pressure office environment, which I have I have a background that I worked in legal and political field before becoming a Chef so I worked in some really high pressure law firms and law firms doing political work and things like that. And I know what those environments are like, right so some of my staff hasn’t been in that type of environment.

So I my job is to explain to them what those environments are like and what expectations are like those types of environments try to try to explain to them that this is also a professional environment and this is how we’re going to make sure that we’re operating in those kind of same lanes business-wise. And then also it’s helpful because explaining these things makes them understand that our clients are on the other side of that who are in those types of environments. Their expectation is X because that’s what they’re used to. So, all those things are really helpful, but my goal is when people when they finish working here is that that they understand from an advanced business perspective. You know what it takes to be like responsible, you know a responsible high-level type of executive, you know, I mean.

0:27:00

Melissa: I love that. You’re very active in our local community including being a part where with DC Urban Greens a nonprofit organization that provides fresh and affordable produce to your restaurant and the community. Can you tell me what you’ve learned from relationships with farmers and food producers because I think all of us in any industry have partners outside of our own business that kind of make the entire value chain work. So, I’m curious how what you’ve learned.

Amy: I’ve learned a lot in terms of how hard it is to manage a farm. I mean and it’s very difficult work. There’s other there’s other factors besides just growing a vegetable, you know, like DC Urban Greens is an amazing farm in DC.

They have problems with groundhogs, you know, and the enemy can be groundhog doesn’t sound so serious, but it is when they’re digging holes in your in all of your vegetables, you know, so those things are like were you know, you need an invisible fence to keep the deer out things like that.

There’s like there’s impediments that you don’t quite think about that are environmental, you know that are costly you know, so and then, you know, just the way that gosh, the role of food is super important what I learned through this situation, which I kind of already knew, but you know our supply chain is I mean we the chefs and the restaurants are sort of at the center of the supply chain and farmers are reliant upon us to sell, you know, and it’s a very fragile situation and you know, I guess I believe that I’ve learned from DC Urban Greens is just how important is like hyper local agriculture as you know, and how important it is to just I think keep your dollars as close to home as possible. You mean the spending of it and seeing the money circulate throughout. DC has been really important to me and impactful.

0:28:55

You see people that are actually employed by some of the work that you do. It’s very it’s very rewarding and it’s very instructive.

Melissa: I think that’s a trend we’re going to continue to see going forward post pandemic.

Amy: Yeah, and I’m happy about it because I kept talking about how I loved urban farming and how we should be able to do some agriculture in DC proper on these, you know sites of land that were being converted and you know, it didn’t have that much traction.

But now I think that people are seeing that they are having much more success getting items from local places local farmers than maybe outside and then all the problems with the plants and it just highlights a lot of issues in the food in the food agriculture world.

0:29:42

Melissa: So, in this incredible time of need for the restaurant industry including farmers and everyone else supporting your business. What do you want to suggest to me and to listeners to support the people and businesses of this time in this time of great need and change?

Amy: You know, I think the first thing is just, you know, patronize the places that you care about, you know, I mean I myself thought about my dry cleaner I had to do some dry cleaning and you know, I wasn’t worried—this is when we were in the quarantine. And I was oh my gosh, like oh maybe I should do one of those pickups, you know, there’s you know contact was pick up things and I thought of my dry cleaner in the middle of downtown she’s you know, they probably don’t have too much business has like no you’re going to get out of it. You’re going to get in your car with your dry cleaning like you always do you’re going to go take it to them. They need your business.

0:30:23

You know, I think that people don’t realize like how much the business is needed and how much like if you do not support or the local businesses and small businesses. They will not exist anymore. People underestimate the amount of value in a $100, you know food order a grocery order or whatever the case may be. It’s hugely important.

Melissa: Okay, so final two questions that we ask all of our guests. What’s the first word or the one word that comes to mind? When you think of culture?

Amy: Being.

Melissa: What do you mean by being?

Amy: Being like, how are you being like, what is your you know, how are you existing? How are you living?

Melissa: Awesome, very cool. And then if you could have a superpower, what would it be and why?

0:31:00

Amy: Well, there’s an obvious one that would be perfect in this time. Get this virus done so we can stop wearing masks and having everyone terrified scared of each other’s terrible. I hate it.

Melissa: I hate it too. I hate it too. Amy. Thank you so much for your time. And you have you make delicious food.  Thank you so much for it. And I can’t encourage any of you want to go eat at Centrolina and buy some stuff from your market.

Amy: Thank you very much. I appreciate the opportunity. Thank you.

Melissa: Wonderful. You have a wonderful day, Amy, and I look forward to hopefully getting to meet you sometime in person. Take care.

Amy: Thanks a lot.

Melissa: Bye.