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V O L . X X V I I N O. X I I I J U N E 2 8 , 2 0 2 1 18 FA M I LY - OW N E D B U S I N E S S everyone together to meet the common goals of the business." She also says that for any outside CEO, it's important to earn the fam- ily's trust from the start because there will always be conflicts. "It's not easy at all," she admits. "You're always aligning these different people with different personalities as well as different goals and objectives. at's really difficult in a family business." Leading with humility In 2017 when Tony Shurman took the reins at Milbridge-based Jasper Wyman & Son, he wasn't the first non-family member to lead the frozen-fruit supplier, one of the world's leading growers, pro- cessors and marketers of wild blueberries. e company, still owned by the descendants of its namesake founder who started out in 1874 canning sardines, has been run by a non-family member for close to three decades, starting with Ed Flanagan in early 1993 whom Shurman succeeded as president and CEO. Shurman was headhunted via executive recruitment agency Korn Ferry after he had left breakfast-cereal maker Post Foods, where he worked in marketing and then as general manager in Parsippany, N.J. While on a short sabbatical to contemplate his next move, Shurman heard unexpect- edly from the recruiter. "I remember getting the call and thinking, 'is is a really interesting opportunity," he says. "It also hap- pened to be in a location I was excited about moving to." ough unfamiliar with Wyman's at the time, he was attracted by its profile as a regional family-owned brand with a small market share and huge global potential. "I thought, 'my goodness, what an incredible opportunity to tell that story,'" he says. "at's exactly what we've done." One achievement he's particularly proud of: Surpassing Dole last August as the top U.S. frozen- fruit brand in sales. Based on his management experi- ence at different firms, Shurman says that one plus of family-owned enterprises is the freedom to take a longer view on decision-making, say- ing, "You're not managing for quarterly earnings, so it allows you in my view to make better decisions and longer-term ones." But he also made sure that when he started, the family was clear on what his role would be with guidelines and parameters on paper. "I frankly wasn't looking to work side by side with the family," he says. "I was looking to run the business and wanted to make sure there was clar- ity on who owned what decisions on issues of scale and scope." He says they also put a clear communication system in place including monthly updates to two designated board members "so I'm not getting peppered with questions from everyone." More than four years into the job, Shurman has this advice for new fam- ily-business leaders: Lay down roles and responsibilities from the outset, and come in wanting to learn from those who have been in the business for a long time and know it well. "ose early days in particular are all about balancing humility and having conviction," he says. "Don't come in and say you have all the answers." Similarly, Hussey Seating's Merrill says he considers it an honor to run that 186-year-old business with one of the industry's strongest brands, saying: "e opportunity to work with an ownership team who has a long-term outlook and the willingness to invest in the future makes it rewarding." » C O N T I N U E D F RO M P R E V I O U S PA G E Tips on landing the right leader for your family business For owners seeking a non-relative to lead their family business, here are some practical tips from experts contacted by Mainebiz. Be patient — change does not happen overnight. It has taken your family generations to get the company to be where it is today … A new CEO or CFO can't expect to come into the business and make sweeping changes. — Joan Smith Tax principal, Baker Newman Noyes Cultural fit is the most important consideration in choosing a non-family member CEO. They must be able to set aside their own ego to work with the family. — Colleen McCracken Strategic business advisor, CLMC LLC The family and CEO's visions for the future of the company need to be in alignment. Once there is agreement, then it's up to the CEO to execute. — Steve Tenney Founder and CEO, Great Diamond Partners Just like with any other business, the management team must know its obligations and agree with the overall business plan to meet the expectations of its owners. — Jacques Santucci President and founder, Opus Consulting F O C U S Steve Cote, center, president of Chalmers Insurance Group, is flanked by Jim Chalmers, vice president of sales, and Dottie Chalmers Cutter, vice president of operations, in the Bridgton office. P H O T O / T I M G R E E N WAY

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