Episode 138 - Passing Your Family Business Down with Phil Clemens
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Phil Clemens spent 52 years on the payroll of the Clemens Food Group, a sixth-generation family-owned business providing quality pork products to the U.S. The business is now the 5th largest producer of pork in the U.S. with annual sales in excess of $1 billion.
As the former chairman of the Clemens Family Corporation, Phil spent 14 years developing a succession plan for when he retired. Phil joins the Faith Driven Investor Podcast today to talk about the importance of legacy and how a family business can successfully and effectively be passed to the next generation.
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Episode Transcript
Transcription is done by an AI software. While technology is an incredible tool to automate this process, there will be misspellings and typos that might accompany it. Please keep that in mind as you work through it.
John Coleman: Welcome back to the Faith Driven Investor podcast. Today we have a very, very special session as we are pleased to welcome Phil Clemens. Phil was formerly the CEO of his family business, the Clemmens Food Group, which had more than 3500 team members around the world. He has worked in a variety of businesses, served on a number of boards, and I'll say also is just known in the community as someone who's incredibly supportive of others. He's constantly looking to invest in others and just has a genuine kingdom mindset. And we're really excited to learn from him today, both about his approach to investment and to thinking about faith led businesses and also the way in which he's approached family legacy, family business and encouraging other families that are in entrepreneurship and running businesses. So, Phil, thanks so much and welcome to the show today.
Phil Clemens: Glad to be here.
John Coleman: Well, Phil why don't we get started just with a brief biography. We reviewed a few of the details just now, but who are you and where do you come from and what is your experience been over the course of the last few years?
Phil Clemens: Okay. Well, my parents were less and Kay Clemens. My dad was in the business before me. I'm married to Linda. Next year, we celebrate 50 years in marriage. We have three daughters. Our oldest daughter actually works in the business. Our second oldest daughter is a missionary. She's married to Paul College there with Mission Aviation Fellowship, and they were in Indonesia for 12 years and now they work in member care and they have four sons. And then my youngest daughter Ruth is married to Brant College. She was a schoolteacher. She's a stay at home mom now and she has three boys. So we raised three girls and now we have seven grandsons.
John Coleman: That is a houseful, I bet, at holidays.
Phil Clemens: It is. It is. It's fun.
John Coleman: That's awesome. Phil and tell me you've had a pretty long history in your family business. Tell us a bit more about that, how it started and how you work through the ranks there.
Phil Clemens: Well, when my parents got married, they lived right next to the business. And at the age of ten, I was a middle son. I had two other brothers, one older, one younger. My parents gave us the option to go to work at the family business or do more chores around the house, both for the same pay nothing. So I decided I'd go to work at the family business. So the first two years have been get paid. At age 12, I got on the payroll at $0.75 an hour and work part time up through all of high school till into college. And then I began full time while I was in college. And when I got out of college, I actually asked to be interviewed with the business to see if I wanted to stay there. I didn't want to feel that I was entitled to a job, that it was something I wanted to look and see. Did they want to hire me and did I want to work there? And I actually had interviewed quite a few places and the company business was the lowest pay, but the greatest challenge. So I went to work for the family business.
John Coleman: Well, they got a discount and they hired well, Phil, because you eventually went on to be CEO and chairman, although you stepped out of that role in 2015. And I want to pivot in a moment because I know you've been very thoughtful about investments and the impact of building faith aligned businesses, but just give us a brief overview of what you've been doing since 2015 as we circle back to that later.
Phil Clemens: Well, you know, I was always taught that you spend your first 20 or 25 years learning the next 40 or 50 years earning and your final years in returning. So I've been in the returning phase and for the last seven years I've been involved with about 12 or 13 boards. Some are faith based, others are family businesses and trying to help them. Some I actually go on boards where I become salt and light and try to share my testimony with others in business. So it's been a real time of returning to others.
John Coleman: That's awesome. Phil And we're going to circle back a lot to this concept of family business because it's something you've been really thoughtful about, both in your own business as well as those of others. Before we do, though, you know, this is the Faith Driven Investor podcast and we think a lot about the ways in which people can integrate their faith into the way that they invest. Would you mind talking for a moment just how you think about that topic?
Phil Clemens: Yeah, I think, you know, as a business person, we invest our time, our talent and our treasure. And some of it's the capital investing financial capital. And how do we get a return on that and how do we become a good steward of what God has given us? And one of the things we have done as a company is we believe in tithing our profits and not only tithing our profits, but we share about one third of our profits with our team members. We believe it's really important for the team that helps to generate the profit, that they get a fair amount of that profit. And so we encourage the company to continue to invest globally, but also invest back in our community and back into our people. We think that's really, really important. And from a stewardship standpoint, I think some day God's going to ask us, what did you do with what I gave you? And we'll look at and even give answers of how we actually invested back in our community and to our people.
John Coleman: Phil that's awesome. And, you know, one of the things you brought up, you're describing a bit what some people would call stakeholder capitalism, right? Where you're thinking about shareholders is one of many groups that you're considering, whether it be the community employees, in this case, your own faith in God. How do you balance those tensions between the economic returns of the business and these other stakeholders that you want to account for?
Phil Clemens: Well, we think it's really important that we actually put ourselves last. We believe putting God first, putting our employees second, and then the shareholders come last. You know, a lot of businesses do just the opposite. They say shareholders get the first amount and then we give some to our employees and maybe some to charity. We believe it's just the opposite model that God has told us. If we put him first, he will bless us. And I think he blesses us to be a blessing to others.
John Coleman: That's awesome Phil. And as you think about the way that that's impacted your employees, you know, one of the things we observe is that we have a conviction at the firm that I work at, that healthy cultures create competitive advantage, that investments in people actually do have a really positive return on investments and that caring for people will actually lead to greater economic success for the business. Have you seen that in your own business and how has that manifested for employees? What does it look like for you to invest in employees?
Phil Clemens: Well, yes, we have absolutely seen it. And, you know, you don't do it to get the economic benefit. That's just a consequence of God allows because of a choice you've made. And to me, when you invest in your employees, I can give you a story after story of how we've blessed our employees from time to time. And oftentimes when we bless them, we ask them, Is there somebody that you should be blessing because you've been blessed? And I will tell you, there's times when we've give significant bonuses to our team members, and I hear stories of how they turned around and gave their entire bonus away to somebody else who was hurting because they had a chance to bless somebody else because they have been blessed.
John Coleman: Wow, isn't that amazing? And that's such a great reflection of scripture and really the core element of the great commandment, right to love God and love others. And you see that as you express that, that it makes it even easier for others to express that in the way that they live. I want to pivot now to the specifics of a family business, which is obviously quite a unique context, as opposed to just a general business. What do you think are the unique challenges of running a family business?
Phil Clemens: Well, every family business has three unique circles where other businesses only have two circles. In a normal business, you have the business circle and you have the ownership circle. In a family business, you add one other circle, and that's the family circle. And what's really critical is you need to know what hat you're wearing. You know when to wear a family hat, when do you wear an ownership hat and where do you wear the employee hat? And unfortunately, many family businesses, actually, they only wear one hat. They wear a family hat, and that trumps everything. But unfortunately, when you enmesh those together, it ends up with a lot of confusion to family, to employees, and to others and actually to yourself.
John Coleman: One, it can make it a bit more personal, I would imagine, to, you know, with in a typical business context, we obviously try and express love for those with whom we work, but they're not actually family. Whereas, you know, the potential for hurt feelings or for things to be taken personally in a family business seem to be much higher. How have you navigated that over time, especially as you walk that balance between owner, employee and family member?
Phil Clemens: Well, I would tell you that in my years of employment, I've probably have terminated at least a dozen of our family members. And I have to realize when I terminating them, when I was wearing the boss hat and as soon as I terminated them, I immediately took off the boss hat and put on the family hat because they're still a family member. And how do I relate to them as we go through it? And one of the things that I have a rule that I set up is what I call my communion rule. And that means I may terminate you as an employee, but if I come to church with you on Sunday and we have communion, if I can't take communion with you, I've done something wrong. While you may not want to take me with me, but that's okay if I can't have communion with you. I've done something wrong and I need to go and confess something to you.
John Coleman: Wow. That's an amazing heart check, Phil. I've never actually heard someone describe that. You know, that would be useful metric, I think interacting with anyone, if you've treated anyone in a way, you feel like you can't take communion with them. It's probably a gut check that you've done something wrong in that relationship.
Phil Clemens: Yeah. And oftentimes those damage relationship and they damage every one of the circles. They damage family relationships, the ownership relationship and the business relationship.
John Coleman: You know, one of the other unique elements of a family business is that the shareholders or owners of the business aren't some disembodied third party or large group of investors. Employees see the family every day, and that probably creates unique opportunities and tensions. How do you make sure the family and the employee base are really aligned?
Phil Clemens: Well, I should tell you that our family is really large. Let me just give you a little bit of history from our family. My grandparents had 14 children. For those children died before their first birthday. So they raised ten children, five boys and five girls. So living in our family today from my grandparents are about 850 to 900 family members.
John Coleman: Wow.
Phil Clemens: 380 of them are shareholders of our company. So less than half of the family are actually shareholders. 23 of those actually work in the business. So how do the 23 relate to all of our team members? Is they don't relate to the entire family. But, you know, from time to time, we eventually invite the entire family to be with our shareholder base because we want them to see our team members as part of the family.
John Coleman: Phil I had no idea how big your family was actually in more than 300 shareholders. That is remarkably complex for a family business.
Phil Clemens: When our shareholders actually go right now from the second generation to the sixth generation.
John Coleman: Unreal. What does it look like to have a shareholder meeting just tactically? How do you think about that and what are the conversations look like?
Phil Clemens: Well, we try to really focus on the business, not focus on the family, but we also look and say, what does it mean as owners? How do we look at this business and again, really have them understand a mindset that they're an owner, but they really only have ownership. They don't actually act as an owner. So it's a very different mindset. As an owner, I can go do with it whatever we want. Well, if we really believe God owns this business, He owns that business and we just have ownership in it and we're stewards in it. So we really want our shareholders to see the business as a stewardship business, but also when they get shares given to them from their parents or grandparents, that they really see this as an heirloom, something that they can take care of and gain a value to pass to the next generations.
John Coleman: So there's a real cultural element to it, just the mindset that your family has about its ownership stake in the business, and then there must be kind of a tactical component to it as well. So do you have almost like an executive board within that shareholder base that really leads most of the day to day decisions in the business? Or how do you think about that and how is that group selected from such a large group of family members?
Phil Clemens: Well, what's really interesting, we do have something we call the Clemens Family Owners Board. That's a group that speaks for all of our shareholders to speak as one voice. We actually have a board of directors to oversee the business, and it's always been our intention to have the majority of our board members be independent directors and only have a few family members on the board. We want to have the board held very high accountability to our management team.
John Coleman: I mean, that's best practice. Even if you think about public companies where you're generating real independence for the board, that's going to feel risky to some family members. Though I would imagine appointing independents, how do you select those folks and how do you get the confidence of the family as you're picking those people?
Phil Clemens: Well, we have real criteria. We look at we want to make sure that they are going to be in align and embrace our mission. Now, our mission of our company is very unusual. It says this We aspire to operate in a way that honors the Lord Jesus Christ as demonstrated through ethics, integrity and stewardship. So when we go and interview potential board members. We want to say we have a very unique mission. And we're going to ask, can you embrace this as we go forward, because it clearly is not politically correct in the 21st century?
John Coleman: Yeah, that's a very distinctive mission. I mean, we I often say as I write about things like purpose, culture and mission, that a really good culture and a really good mission will turn off as many people as it excites. Right, that people
Phil Clemens: It does.
John Coleman: Know they want to join and no, they don't want to join by looking at it. And if it's something that's kind of so broadly acceptable that everyone kind of thinks they want to join or be part of it, it's probably not very distinctive right now. And so what I love about that is you're so distinctive about the values of the business and so clear with everyone who joins about the expectations coming into the business.
Phil Clemens: And what we do, we actually take a look at that. Our core values is our foundation. And our core values are ethics, integrity and stewardship, which is right in our mission statement. But we also give them very simple definitions ethics. I'll do the right thing. Integrity, I'll do what I say. Stewardship, I'll build a foundation for the future. From that core value, we build our mission and therefore we add the Lord Jesus Christ into it because that's who we're serving. And we want people to know that we're going to be held to a higher standard because of having him at our mission statement. We don't try to wear it on our sleeves as a banner. It's just this is who we're going to be accountable to.
John Coleman: Well, it's in some ways, it is a great accountability mechanism. I know I work in a business that has got explicitly as part of our mission. And I was in a debate recently with some of our team members, and one of the team members said, you know, are you comfortable with this decision with people holding us to a higher standard and think of us as a representation of Christians in this area? And it was kind of a dagger like you really do have to hold yourself to an exceptionally high standard, probably higher than most people would, because you feel the burden of reflecting on your creator and of your savior. And that's a higher burden, I think, than any fiduciary burden that exists.
Phil Clemens: Absolutely. But let me just tell you one story real quick about I was teaching a leadership class at our company, and part of it was about our mission statement and one of our team members who is new out of college, a real potential rising star. So the reason I came to work for this company is because of your mission statement. And so I asked the question, are you a Christ follower? She said, Absolutely not. She said, When I was growing up, I was raised Catholic. When I went to college, I threw away all my religious beliefs. But when I came out and I saw what this mission statement was, I was attract this company. And I said, so let me ask you this. How do you think you honor Jesus Christ? The Lord Jesus Christ. That's very easy. She goes, She said, We have our core values. The first is ethics. I'll do the right thing. If I come to work every day and I'm doing the right thing, I think that's going to honor Jesus Christ. If I come and I keep my promises with integrity, I'm going to honor Jesus Christ. And if I do stewardship, which I build a foundation for the future, I don't have a short term mindset of a long term mindset. I think that honors Jesus Christ. And I believe honoring Jesus Christ is a good thing to do. Even though I am not a Christian or a Christ follower. I just think that's something that's really amazing. And I call this person a pre-Christian. She's moving towards it.
John Coleman: Isn't that amazing? You it shows not to go off in too much of a tangent, but it just shows what a powerful figure Jesus was that even in the midst of cultural debates about Christianity and different perspectives on that, I think the figure of Jesus and what Jesus stood for so very clearly in terms of loving others, in terms of caring for others, in terms of acting with integrity, is almost unassailable. And people see that and they're drawn to it. I mean, that's nothing original to say, but you really are drawn to it and it's such a good reminder of that. When we talk a little bit about, you know, you've mentioned the ways you interacted with employees, etc.. How long were you CEO of the business? Remind me.
Phil Clemens: I was CEO from 1994 until I retired in 2015.
John Coleman: Wow. An incredibly long tenure. And what I've heard is you actually spent a ton of time on succession planning within that. And again, with the complexity of family ownership and presumably family leadership in the business, what does succession planning look like in a family owned business like this versus, you know, a publicly traded business or some other form?
Phil Clemens: Well, you have to be very intentional in succession planning. Our owners have come along and said we prefer to have a qualified family member leading this business. Now, if we don't have a qualified family member, we won't have the most qualified person in the business deleted family or not. So as I was looking towards my own retirement, I wanted to make sure that I could take to our independent board between three and five highly qualified family members. So I went through a process. It took almost 15 years of meeting with anybody who wanted to see what leadership was all about. And I met with them on a quarterly basis where they read a book. I talked to something I called Lessons in Leadership. What do leaders have to know? How do you really build your character? For instance, I spent a lot of time on, you know, about the cost of leadership. So often times people want to understand all the benefits of leadership and what are all the perks that come with it. I want to tell you what this if you don't understand the cost, you'll never appreciate the benefits. And I want to let them know that there's a big cost to leadership. And if you're not called to be there, you won't be effective. And are you really called to be a leader and challenge them? Don't just try to get a job that you think is going to be one that I can brag about and say, here's what I've done, but one that you're really saying, this is what I'm called to do because it's not going to be easy.
John Coleman: That's remarkable, Phil. And, you know, as you've put that challenge before people. How have they responded and what is that mentorship of the next generation look like over a period that long?
Phil Clemens: I think if you go back to the Old Testament, the Old Testament talks about telling the story and be able to tell it wherever you're going. And I think it's really important, as you mentor, the next generation. They don't understand all the struggles that happened in the early days. They don't understand how we got to be where we are today. And they need to know what are the struggles? What are the things we did right? I think one of the things with family business is you've got to tell the story, warts and all. Tell them what you did wrong and how did you learn from it. And again, let them know that you're not perfect, that you've stumbled, you've done some things wrong. But here's how we've corrected it and here's how we go forward in doing that. And that's really part of the whole mentoring process. And to sit down and say, Here's lessons I've learned. I'll tell you where I screwed up and stuff that I didn't do right. And I want to prevent you from going down that trail.
John Coleman: Well, you're describing a really thoughtful succession process, but also a complex one. And you've got a complex ownership structure. As you mentioned. You've got this whole third circle of accountability versus a typical business, and the business has been around for a very long time. Over that time, you must have gotten pressure to sell the business, either from parties coming in to try and buy the business or from family members who thought it might be time. Why has it been so important for you to maintain that family ownership structure?
Phil Clemens: Well, we actually look at this as being our legacy, and the legacy is an heirloom. And, you know, any time you receive an heirloom from the prior generation, you can do one or three things with it. You can put it on the mantle or put it there for everybody to look at and just see what it's like. The other thing is you can say, well, this heirloom doesn't mean a whole lot to me. Let me see if we can sell it and see what it's worth. Or the third thing is you can treat it as a real stewardship issue. It's been handed to you. How can I make it of more value to pass it to the next generation? And that's really what we try to do is try to say, this is an heirloom, it's our legacy and we would really like to pass to the next generation. Yes, we could sell it, make a lot of money. But that's not what life's all about. Life's about how do we treat our employees? How do we treat our animals? How do we treat our customers? How do we treat our community? How do we become salt and light in so many different areas? And so the business is really it's not ours, it's God's. And how do we take care of it for him? Because some day we will give an account for what we did with what he gave us.
John Coleman: I want to touch on one thing you mentioned, because it's another unique element to this business that doesn't exist anywhere, which is the treatment of animals. Obviously, this can be a tricky sector and I'm sure that some family members are more sensitive to that than others, as are people in the community, in the pork business, obviously you're dealing with live animals and there are slaughterhouses involved, etc.. How do you, as a business and a family, think about the proper care of animals in that perspective?
Phil Clemens: We actually go back to the Bible, talks a lot about it, and you take care of God's creation in the best way possible. And we try to have the best animal welfare programs in the world providing space, providing proper diets, proper medical care for our animals. We try to really treat them really in the best way possible. And I will tell you this, when you treat the animals in the best way possible, they do actually produce a much better meat product. So it's a full circle that comes around. But we look and say, I'm going to actually answer to God, how did I take care of his creation? Did we treat those animals with respect even though we're going to harvest them and we harvest 22,000 hogs per day, so we harvest a lot of hogs and we take care of a lot of animals, but we want to take care of them in a proper way.
John Coleman: That's remarkable, Phil. I want to circle to another concept I've heard you all talk about before, and maybe you can articulate it for us, which was this transition from a family business to a business family. And obviously this starts to lead into just the way in which you consult other families now. But what does that mean exactly? And what did that mean for your company as you went through that transition?
Phil Clemens: Well, let me just explain part of the process this way. When you look in the mirror each and every day, you know, you look and say, what do I see in the mirror? Well, it looks exactly like me, but it's exactly the opposite. The same is true of a family business versus a business family. Now, let me describe a family business, and most of them are family businesses here, especially in the United States. Family members feel they're entitled to a job. They're guaranteed a job. Sometimes a parent say, we mandate you come to work in the business. And that's what a family business. I have a job because I have the right last name and I become the employer of last resort. If I can't get a job anywhere else, the family will hire me when I come to work at a family business. The rules are very different for family members than they are for any other employees. Whether it's wages, benefits, anything, they're just different for family. When it comes to leadership, the family always chooses the leader. Now, on some families, it goes to the point in time it's got to be the oldest bloodline family member. Some it has to be only a male. But family businesses can also choose an outsider to lead their business. But the key is the family always chooses the leader. Finally, the main goal of family business is family harmony. We all need to get along. And I tell you this, when you have 380 family shareholders, that's not going to happen. So family harmony is really hard to achieve. That's why the average family business only last 25 years, only one third go to the second generation, only 12% go to the third generation, less than 4% go to the fourth generation. Wow. Now, when it comes to a business, family, family members are encouraged to come into the business, but they have to be qualified. They don't get there because of the great last name or because they're an owner. They get there because they're qualified to come into the business. And when you come into the business, the only hat you can wear is employee hat. You can't wear a family hat. You can't wear a shareholder hat. Only a family hat. When it comes to leadership in the business family. It's always to the most qualified. If that's family, it's great. If it's not family, that's okay. Also, because it's the most qualified when it comes to work rules. Work rules are the same for everybody. You don't get special privileges just because you're a shareholder or family member, you know? And the business is there to help the family owners. In a family business, it's kind of like the family comes in and it's like the IRS knocking at your door. I'm from the IRS. I'm here to help. Well, in the family. I'm from the family. I'm here to help you run this business. That's not a help at all. So the main goal of a business family is profitability. And as a result of being profitable, you can work on family harmony. Two models, exactly the opposite of each other. The unfortunate part about it, I would say 80 to 90% of family businesses in the United States operate under the family business model. They're going down a pathway of unsustainability. But to make the change to a business family is extremely hard. It is not an easy process. And we went through it. I had to terminate some of our long term family member employees. I had to terminate our largest shareholder as we went through this process again, but still put on that hat. They're still a family member. There's still an owner. They're just not in the business.
John Coleman: That's got to be a remarkably hard process, as you described. And then to immediately switch hats from kind of owner or employee or CEO having to terminate these folks to a family member, comforting them and trying to rebuild relationships is not a seamless transition. You know, you're consulting a ton of other family businesses now and you're giving back partially by trying to help families be more thoughtful about the way in which they run their business. Where do you see that go wrong for families right now, or what are some examples that there are folks running, family businesses listening now we're investing in them. What are some of the most common errors that you see?
Phil Clemens: Well, I think that one of the biggest errors is the title of entitlement. I'm entitled as the owner. I get to do what I want to do. I get the call, all the shots. It really is all about me, even though they don't say it in that way. But that's what really happens. And they go down a path. It's a great destruction. Let me just go back to one thing that I try to share with the people I consult with is let me tell you economically what happened to us. And we did not do this for economics. We did it because it was the right thing for us to do. Our stock gets valued by an outside agency each and every year. In 2000, we went through this change. Our stock was valued at $30.62 a share. Our share price in 2022 is $2,065 a share. It's been in a remarkable growth. We didn't do it for the economics. But when you do things the right way, you do get rewarded.
John Coleman: That's an awesome reminder. Phil, one of the things you've emphasized throughout, I think implicitly is this idea of being a servant leader and even listening to the way in which you approached your job as CEO and as chairman. Think about animal care, employees community. How do you personally keep a focus on a servant leadership mindset when you're in that position, and particularly in a family business or in an owner operated business where, you know, there are all kinds of temptations with the economic benefits, with the way in which people treat you, it's easy to lose sight of the fact that you're actually serving others. How do you stay grounded in that context and continue to be a servant leader?
Phil Clemens: Well, let me start with the economics and then go back to the mindset. One of the things that we did in our company is we have a very strong profit sharing plan and bonus programs. Our bonus programs start with our hourly employees before any management can get a bonus. Hourly employees have to get their full bonus. And when it goes up the line that the supervisors or the other people get their bonuses, but the officers do not get any bonus until the people underneath them get a full bonus. And we've had years where the officers got zero bonus and everybody else in the company got full bonuses. Again, that's putting yourself as the last one in the line rather than the first one. You know, the average business, the CEO, he's the first one to get a bonus. And if there's anything left over, then we'll give it to others. We do just the opposite. And again, it's because we have this servant leader mindset. One of the questions I like to ask people, how can I help you? Or How can I serve you? And it's surprising when, as the CEO, when you come down and say, How can I serve you? They look and say, Oh, you're the boss. I need to serve you. No, no. How can I help you? Because if I can help you, in reality, we help everyone. And how do we do that? And it's a real mindset of when the person said we actually should change our name from the chief executive office to the lead servant. And to me, that's what we want to be, is put others first. And when you put others first, it's surprising how you get actually rewarded. But you don't do it because you're getting rewarded. It's just the right thing to do.
John Coleman: Once again, what we see time and again is it creates an exceptional culture. And again, I firmly believe that culture is the greatest competitive advantage in business. It's the hardest to replicate. You can't flip a switch and create a culture and creating a business that people want to work in, where you're getting the best talent, where they're staying, where they're dedicated to your mission, can create extraordinary performance and excellence in the business. But no one works for a leader who comes across as selfish or narcissistic and wants to be that dedicated to the culture. It just doesn't happen. You almost have to have a leader who's humble, who's willing to elevate others, and who's a servant leader to create the kind of culture that can outperform.
Phil Clemens: Absolutely. Let me just give you one story that just happened last year. Our current CEO told me he said we had an employee, a long time employee came up and said, I'd like to sit down and talk with you. I'm leaving the company. And the CEOs thought, okay, what did we do wrong? Why does he want to talk to me before? Why is he leaving? He came up and he said, Well, I need to move out of the area because I have some close family relatives that are sick. But he said, I want to come up and tell you how much this company has meant to me. Before we had one of our employee meetings, you ask everybody, is there anybody we can be praying for? And he said, I raised my hand. He said, My wife is very sick. And you said, Can we stop and pray for her right now? He said, You won't know what that did for me. When the CEO takes time to pray for me and my family, he said, it's the hardest decision I ever made to leave this company because this company means so much to me. But I've got to take care of my family.
John Coleman: Isn't that extraordinary? I mean, that's extraordinary. And you just love it because you feel as a leader. One of the things that's closest to your heart, I think, or at least I know this on my end, is you want the people under your care to flourish. You want the people that you're entrusted with leading to flourish, to enjoy their lives, to be fulfilled, to have a sense of purpose and meaning. And again, to hear that from someone. And to hear that that's clicking and that they're invested in it. It's just one of the greatest rewards I think that you can have as a leader.
Phil Clemens: Absolutely is.
John Coleman: So, Phil, we're going to do something fun now. We're going to transition to the lightning round. We could go forever. And this is a super interesting conversation for The Lightning Round. We like to keep it punchy. We answer in kind of 60 to 90 seconds. Some of the questions will be a little bit fun. Some will be a little bit deeper. And then we always wrap up by asking people, what are you learning through God's word right now that you'd want to share with others? And we prep people for that because some of us like me are bad at remembering verses. So give us a minute to collect your thoughts if you if you want to, about what you're going through recently. But to kind of start the lightning round with a fun one, you work in the pork business or you've worked in the pork business. I imagine you, like me, are a fan of various pork products, whether it's bacon or pork sausage or pork chops. Do you have a favorite pork product and how do you like to prepare it?
Phil Clemens: Bacon By far, bacon makes everything taste better. In fact, we gave our shareholders all a sweatshirt there that says Bacon makes everything taste better because it just it adds flavor to everything.
John Coleman: I'll tell you, the first time I realized that was the first time I had chocolate with bacon in it. Bacon, chocolate. And I thought, oh, my gosh, there's nothing that bacon doesn't make better. Yeah, it's true. On a more serious note, we've talked about a bunch of different lessons today. If there was one. One key message you could deliver to the CEO of a family business right now who is a family member, someone running a family business. What key piece of advice would you give them?
Phil Clemens: Develop a thick skin. People will say things to possibly hurt you. Just allow things to go right on through. Don't dwell on them. Develop real thick skin.
John Coleman: As one of three brothers and a father of four, I just can't imagine that siblings and family members would ever say anything hurtful to one another. Phil That never happens in our family. That's.
Phil Clemens: It happens. It happens whether you're a Christian family or not. That's for sure.
John Coleman: It's for sure. You know, this is such a unique area. One of the questions I have for you is, is there a good book or two that you would recommend to people thinking about family businesses?
Phil Clemens: Well, there's a couple actually a book that's not about family business, but I think it's really good. Andy Stanley wrote a book called Principle of the Path, and the principle is direction, not intention determines destination. And so you really have to examine what direction am I going in, because every path leads to a destination and am I going to my desired destination or not?
John Coleman: Well, you didn't know this Phil, but you won me over, Andy he's my pastor. I go to Buckhead Church in Atlanta and I remember the original sermon with the Principle of the Path. And then I read the book and man, Andy just has such a magical talent for synthesizing complex topics, for making them simple and for making them. You hear it and you think, Oh my gosh, that's obviously true, and it can help you reorient your life. And that's such a talent, I think, for a leader which which I think Andy is, is to take the complex, make it simple, make it powerful, and make it such that it's practical for people's lives.
Phil Clemens: And his new book, Better Decisions, Fewer Regrets, you know, asking those five different questions, they can really help you in business to say, how am I really doing in business? From integrity to wisdom, just all the questions he asks are really, really important.
John Coleman: All right. One more fun question, one more serious question, and then we'll turn to what you're learning from scripture. You work in a pretty interesting family business. You've talked to a lot of family businesses. What is the most interesting family business that you've encountered?
Phil Clemens: I would say this every family business is unique, but each one is the same. And I would say that the family business said probably one that I worked with, which is really dysfunctional. They were in the cabinet making business and the father was one that. Just would not let go. And they just. If you talk about ways they could screw things up in different ways, they just couldn't get out of the way of killing each other. It's really a shame, but I think that's probably one of the most unique businesses. How that people can treat family within a business is just unbelievable.
John Coleman: What's the and we'll do one last question. What is the best piece of advice you've ever received?
Phil Clemens: I think the best piece is engage brain before you put your tongue into action. You know, so often times we think we're really smart. We can answer real quick. But if we stop and think first before we talk, it's really, really important.
John Coleman: Here's the danger. Phil, everybody listening to this is listening. In the past few years since I started hosting knows that I probably don't do that often enough on this podcast. So that's good advice for me to make sure I'm thinking things through before I spit something out, maybe to just close this out. Phil, I mean, you're obviously such a thoughtful believer in your walk right now. What is God teaching you that you might want to share with others?
Phil Clemens: Well, I think God's teaching right now is one of the greatest gifts he's given us is choice. You know, the old saying is, you can choose your choices, but you can't choose the consequences of your choices. Once you choose them, they make you. And if you go all the way back to Genesis chapter two in the Garden of Eden, he gave Adam and Eve a choice, and he said, There's a consequence if you don't make the right choice. And if you go to the Bible, there's so many times that God has given us choices. You know, if you think of Jeremiah, he talks about, I have plans for you, I want a hope and to succeed. That's a consequence of he says in the verses right after that, who you're going to choose to follow. And that goes back to Joshua. Joshua, 24 Joshua asks the people, Whom will you serve the God of your fathers or the other gods around you? He says, For me, and my household, we choose to follow the Lord. And, you know, unfortunately the nation didn't follow. But you look at Jesus, he says, Matthew 24, he says their choice Are you going to serve God? Are you going to serve money? You can only serve one. Which one are you going to choose? And there's consequences for choosing either one. And I think to me, I'm constantly drawn to God. Why did you give me all these choices? Well, he wants us to be thinking. And how do we learn to make the right choice day in and day out?
John Coleman: Man. Phil, that's such a good word and such a great way to conclude the podcast. It's obvious talking to you why so many people respect you and seek you out for advice on these topics, and just a reflection of the great leadership that you've had through the years. So thank you so much for coming on today and sharing what you've learned with the listeners for the Faith Driven Investor podcast.
Phil Clemens: It's my pleasure to do it.