"When I came back, I realized the company was generally doing great, he said, adding he had a moment straight from the movie's famous meeting-of-the-Bobs scene and asked himself: What is it that you say you do here? If you can leave your job for three months and things are generally fine, it's worth asking what would you do here, Heck explained. I've just never wanted to be the old guy who comes in with a newspaper and puts his feet up on the desk because he's 80 years old and just wants to be at the office. I like working. And I like having something meaningful to do."
"That's true for everyone from our general managers at each of our six locations to our production team Hey, if someone gets hit by a bus tomorrow, who is it that's ready to step into your role?' Heck said. And the answer is not always clear, but if there's not a clear answer, your job is to start working on that. The reality is that we've never had a concrete, explicit plan for what transition looked like, he continued. But the core was how do we make sure we're culturally and missionly aligned across our leadership team so that in the event that Joel, Jonathan and I all went down in a plane crash that there would still be torchbearers for what we want to be as a company and a brewery if we're long gone."
Jeff Heck returned from a three-month sabbatical in the South of France and found the brewery operating well in his absence. That realization prompted the launch of a CEO succession plan that culminated in co-founder Joel Iverson assuming the CEO role. The plan grew from a company philosophy of making jobs redundant and preparing the next-in-line across general manager and production roles. Leadership focused on creating cultural and mission alignment so successors could sustain the company's identity. The succession process unfolded over approximately 12 years to produce ready torchbearers for the brewery.
Read at www.brewbound.com
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