After Raising a Glass, What Should I Do With a Milestone?

All businesses that stay in business achieve milestones.  Since starting Trellis Wine Consulting three and a half years ago, I've been on a fast-paced learning path filled with them -- some more cheerful and inspiring than others.  The first milestones that come to mind include incorporating and registering a mark, getting my first client, getting my first big client, receiving a client's heart-felt thank you note (and wow did that mean so much), achieving a big win for a client, outsourcing some services to enable growth and focus, most recently, hiring a talented colleague and of course, celebrating each anniversary.

Owners and operators in the wine and spirits business go through many of the same milestones. Plus the first harvest, first bottling, achieving press recognition and distribution, hitting the "black" zone of profitability and so much more.  The industry tends to celebrate the big numerical milestones (5, 10, 20, etc.) with fanfare around the anniversary including press releases and parties, which are a well-deserved reward for a job well done and thank you to customers.

Where some brands may fall short is using these anniversary milestones as a catalyst for growth.  Why not think about the strategy for next 10 years while celebrating the last 10?

I am currently in the middle of an engaging research project for a supplier who is using a milestone as an opportunity to consider the company's next steps.  For them I designed a research survey of key stakeholders including internal team, distributor managers, and trade.  Each survey group requires a multi-step process beginning with survey creation and refinement, followed by list development, interviews, coding, analysis and reporting.  The final report will include a full SWOT analysis (strengths, weaknesses, opportunities and threats) and strategic recommendations for growth.

We are studying strategic possibilities, portfolio changes, industry trends, brand awareness, business practices, competitors and more.  For my client, gaining this knowledge will accomplish the following:

* create interest and buy-in given management's need for and desire to change to position the company for growth

* confidentially gather a range of diverse perspectives on the issues facing the company

* provide an organized format for all to voice creative solutions and an opportunity to analyze business and industry trends

* let customers and partners know that their insight is valued and considered -- this is a wonderful way to thank them intrinsically

* serve as a vehicle to reach and interact with the media -- our professional critics

So far, I've provided preliminary reports on the internal and distributor management audiences; my next step is to code and analyze over 500 trade survey response sets -- it's a huge number and double our assertive goals.  And I know it will be full of knowledge for my client and me.

Taking time to pause and consider goals and direction for the future is critically important for any successful business, especially in our industry, where the competition is fierce.

In my next post, I'll discuss best practices for survey design and present a case study to demonstrate how data can be used to position a brand for success.

Laying the Foundation for Innovation

Innovation begins with creating an environment where creativity and problem solving thrive.  Companies with cultures of fear, creativity blocking attitudes -- "no" or "we can't do that", and complacency -- "it's always been this way", struggle with innovation because they don't have the foundation.

Harvard Business School Professor, Teresa M. Amabile well described the link between creativity and innovation in a recent Harvard Business Review article, "Getting to Eureka! How Companies Promote Creativity". "Creativity is the initial production and development of novel, useful ideas. Innovation is the successful implementation of creative ideas."

As a marketing and management consultant, one of the key practices I can bring to an organization is a process for engineering innovation.  That process, of course, begins with creating an environment that fosters creativity.  Scheduling a brainstorming session is an easy way to begin. 

I learned a long time ago that scheduling a traditional department style gathering is a no-win situation.  (I still laugh about the meeting in one corporate winery where we begrudgingly gathered around a conference room at 6pm and were tosses snacks from a vending machine so we could "quickly get creative and figure this out so we could go home".  Instead, I like to schedule these earlier in the work day, preferably in an off-site environment or at least free from distractions (with land lines, cell phones, and email announcements turned off).  Another welcome option is over a glass of wine, but this tends to work better with smaller groups. 

Giant Post-It Notes and colorful markers are always in my toolbox because I want to record ideas and do so publicly -- the idea is to fill up the sheet and "hear" all of the participants.  I also either come prepared with a list of questions (and always a few ideas), or ask those invited to highlight the most important things we need to ask before getting started.  Depending on the dynamics of the group, fun "prizes" for recognizing truly creative insights can be a way to lighten up the mood,

When hosting a creative brainstorming, it is important to focus on one topic at a time. For example, how to reinvent the wine club, re-engineer the tour, better communicate with distributors, or get the attention of the media. (Trying to cover a combination or all of these would create competing interests for the creative energy.)

Brainstorms work well in a couple different formats.  One is to gather for 60 to 90 minutes for idea generation -- a good tactic for producing ideas in a relatively short amount of time.  Another is to break a larger group into smaller sections so that multiple sets of ideas are generated, then presented and discussed as a larger group.  For annual meetings and retreats, I prefer the latter.

There are a few important "ground rules" prevent creativity killing attitudes, stay focused, gain full participation and promote creativity after the meeting has ended. 

First, "no", "we can't", "that won't work", and other associated remarks are discouraged from the beginning.  As the mediator, I gently remind people who revert back to this type of commentary that we're in a brainstorm, not a review or planning session -- all ideas are welcomed and respected, because even those not chosen may lead us to the break-through thinking we need to harness.

Second, for the ideas outside of scope that tend to arise, I create a "parking lot", which confirms to the people who offer them that they have been heard and serves as a gentle reminder for the group to stay on task.

Third, to include those who are less communicative in group settings or due to style, I engage them during the process with specific questions. And conclude the meeting asking people to follow up via email or phone with additional insights.

Finally, I encourage participants to compliment each other during and after the process.   All members of an organization can model creativity producing behaviors and attitudes, and being positive is fundamental.

When the meeting concludes, it is also important to let participants know the next steps.  For a simpler brainstorm, I follow up with circulated notes and schedule a planning discussion.  For a meeting that is being held to prepare a more comprehensive strategy, I add a marketing plan incorporating the knowledge gained with specific action items and metrics so that the effect of any changes can be measured.  The associated actions represent the innovation and the results the demonstrated success.

Tribute to an Inspiring Mentor

We can probably all relate to trouble with a current or former boss  -- lamenting one's superior is common practice; it's the sound of the chorus during Friday happy hours around the globe.

Over the course of one's career, it's not unusual to experience an array of bosses with quite a spectrum of management styles.  On the really tough end of the spectrum there's the mean-spirited low confidence type, the slave-driving workaholic, or one of the characters portrayed in the recent flick, Horrible Bosses.  One of my all time favorite jerk bosses is Lumbergh from the cult classic, Office Space.  (I will admit now that I used the movie as therapy when working for a boss who shall remain nameless.)

There are also the in-between bosses: the low confidence assurance needy but nice guy; the ineffective product of nepotism who wants to succeed but is in way over his head; the gal with one promotion too many; and the woman who is fine -- even likable in her personal life, but so caught up in making the right impression that she forgets that being genuine is a key part of doing so.

Then there are the good, solid managers who motivate, manage with dignity, believe respect must be earned, and work diligently for the team and the organization.  These are the people, like the teachers along the way, who shape us.  While we may not remember all of the details of the relationship, we appreciate the influence on our professional development and have fond memories.

Finally, there is the natural born leader whose spark is so magnetic that we never forget the details.  I'm lucky enough to have worked for someone like this, and his teachings inspire me to this day.


Chris could have been a jerk.  He was a former brand executive from Coca Cola in Atlanta with a really impressive resume including international work experience based in Paris, a MBA from a top school and knowledge of all of the finer things -- wine, art, history, culture. 

Instead, he was a gem.

I was an eager, driven, somewhat cocky 22 year-old woman feeling wonderful about a new dream job at an international wine company and a new Duke degree in psychology (big help for the wine industry) and French (big help in bonding with Chris).

From day one, Chris was a joy to work with.  He knew when to challenge me (frequently), and he knew when to back off.  For example, back then I was used to "pulling all nighters" and finishing semesters -- I hadn't yet learned that work never really finishes, so in my desire to please and perfect, I had a tendency to work very long hours which would render me less effective.  (I'm not sure that I've truly changed this, but as an entrepreneur I at least have a better excuse.)  Chris always encouraged me to find balance and better yet, demonstrated this with the way he lived (and continues to live) his life.

Chris took it upon himself to mentor me -- showing me the foundation of marketing principles and inviting me to understand the creative side of marketing.  (I remember a huge let down when I started studying marketing in business school; it was dry and nothing like the experience Chris created.)  I don't remember him ever talking down to me -- he treated me as an important member of his team.  I also felt supported by him; there was never a hint of inappropriateness and always the right amount of warmth blended with professionalism.

I'm quite sure there were times when he refrained from rolling his eyes at the naivete of my suggestions; instead, he gently explored my rationale and provided insight.  Chris actually made constructive criticism a compliment!  After seeking feedback, I would leave his office  feeling energized, happy and productive.  I still have a treasured book he gave me, Orbiting the Giant Hairball, which is essentially about fostering creativity in organizations, something at which Chris excels.


I loved how he would insist that we leave the office to conduct brainstorms, taste the wine while thinking of ways to sell it (surprisingly uncommon, especially in corporate wine), and always come back to the notion that wine marketing should be both challenging and fun.

I've recently been thinking about why Chris was so influential, probably because I just had the pleasure of seeing him in Napa a month ago, and these points stand out in no particular order:
* collaborative style; warmth -- more like a favorite coach than a boss
* ability to guide in a positive, constructive manner
* excellent listening skills
* respect for the contributions of all team members
* creativity
* enthusiasm
* intelligence; talent
* worldly, informed
* genuine nature
* true passion for his work
* consideration for well being of others

Chris's influence is probably deeper than I know.  If I'd had Lumbergh back then, I would have probably applied to law school as an escape route and abandoned my dreams of running a winery or a wine marketing firm. (Instead, I waited until working in corporate wine to do that, and it was Chris who recommended me to assume the position he was leaving, which was both an honor and a wonderful move for me.)

I only lasted 18 months at that first wine marketing job, not because of any problem with the company -- I was presented with an offer which allowed me to expand and departing was painful.  Chris's influence followed me to the next position and today lives in my company's office and mindset.  I treasure our friendship -- sometimes we get busy and go longer periods than we should without talking, but every time we come together it's an exciting adventure.

If you've haven't worked for "a Chris", may you do so soon.

Grapevine Harvest Issue Articles

Grapevine Magazine featured two articles of mine in its recent Harvest Issue.  "A Winery Leader's Primary Role" examines three common elements as identified by Silicon Valley Bank's Raymond Nasr -- Tradition, Struggle and Absolute Trust.  I tend to find that wineries are sufficient to strong in the first two elements, but may be lacking in the third, Absolute Trust, which is built by having a leadership plan and vision...

"Making Your Winery's Strategy A Reality" is about aligning the two strategies in your business -- implicit and explicit.  Closing gaps between stated vision and reality can solve many a winery issue ranging from low profitability and morale to customer service and retention.

Power of Leadership Style

What is your leadership style and how does it inspire (or deflate) your team?  A winery's culture is influenced by its team members, but begins with the owner or operator's vision for leadership.  As many proprietors enter the industry with a vision to make (rather than sell) wine, leadership style may be a secondary consideration or ignored all together.  Those who do thoughtfully construct a vision and corresponding plan to achieve it tend to enjoy better results according to my experience in the industry.

A recent HBS article by Mitch Maidique examines the six styles of leadership as determined by his Purpose-Driven model.  For wineries with complex teams including vineyard, production, sales, finance and marketing, the Level 5 Builder is my recommendation.  This style looks beyond the Achiever at level 4, who is driven by goal setting and winning, adding a broader approach to "build an institution".  A Builder never reaches the end point-- successful and motivating leadership is a process that requires research, planning, motivation for execution, and reflection. Builders "...have a grand vision for the future of their organizations, and they infect others with their energy, enthusiasm, and integrity."

Maidique notes that people are a blend of the six styles, so there is an element of nature versus nurture at work -- personality and choice affect leadership style.  Since leadership is both a process and mindset, it is important to be aware of your leadership tendencies, and develop a proactive plan to become or enhance the style that will best suit your business.  

Some of my favorite books on leadership include John Wooden's Wooden on Leadership and Good to Great by Jim Collins.   Gaining knowledge about leadership best practices is an excellent start.  The next step is to use independent research to evaluate your company's leadership strengths and challenges, cooperation between team members, and cultural dynamic.  I thoroughly enjoy offering these services and learn immensely each time I'm involved in a visionary project.

Characteristics of Good Design

Recently, while speaking at SOWine2, I had the opportunity to enjoy a design presentation given by Richard Roberts, Creative Director at Palazzo Creative in Seattle.  I was pleased to connect a name and firm with some work I'd already admired -- Palazzo did the re-branding for L'Ecole 41, a known Walla Walla based winery, which I saw during the Taste Washington event held in Portland two months ago. 

Richard noted that good design has three key characteristics: consistency, transferability and ability to project extrinsic cues about the brand promise.  For a new brand, design consistency is about keeping look and feel similar throughout all marketing materials.  (In a broader marketing sense this also means consistent messaging, placement and promotion.)  With an established brand like l'Ecole 41, consistency can be more challenging -- with a redesign, there is a question of what design elements should remain the same and what should stay in the past.  I love how Palazzo maintained the brand's iconic school house image, but elevated its positioning by transforming it into a more serious package with less classic color and polished design.

Transferability means that the design works in different mediums.  For wineries, this typically means that it works for logo, packaging, and marketing materials.  A very important area for wineries to consider is how the design will appear on the shelf.  I've seen beautiful work that just doesn't work given the rather small amount of label "real estate" on wine bottles.  Additionally, fonts and nuances need to be easily translated to other marketing arenas.  L'Ecole 41's new website features its revised logo with the new color palette and tone.  An example of poor transferability would be a wine label that doesn't translate to a website, ad or other collateral.

The ability to project extrinsic cues is perhaps the most challenging since it's multi-dimensional.  The l'Ecole 41 label sends a message of an upscale experience that has an element of the old world but is not stuffy.  It speaks to the very good and consistent quality in the bottle.  When designing for a wine brand, you must always consider what message the design is sending, and make sure that it appeals to the audience of buyers you've targeted.

This of course means that you should start with the buyer in mind... in my next post, I'll discuss how to get the most out of your experience working with designers and creatives.

My WA State Fair Favorites

This month I had the pleasure of judging the Washington State Fair wine competition held annually in Yakima.  Wade Wolfe, noted winemaker who with his wife owns Thurnston Wolf, was my panel's head judge.  Together, the six of us on the panel tasted about 150 wines including white blends, Bordeaux blends, Cabernet Sauvignon and dessert style.

Some of my top scoring wines are listed below. (Note that these are not necessarily the medals awarded by the competition.) 

GOLD
Coyote Canyon Horse Heaven Hill Reserve Cabernet Sauvignon 2008 - smoky raspberry with slight toffee note; nicely oaked with a herbal character.  Good length.

Kiona Red Mountain Cabernet Sauvignon 2004 - raspberry, mocha, peat moss and graphite aromas with cedar, sweet curing tobacco notes;  great structure and length.

Kiona Red Mountain Cabernet Sauvignon 2005 - blackberry, cedar, leather -- a deep, inviting notes with tea leaf notes; rich and ripe on the palate; nice structure and finish -- well integrated.

SILVER PLUS
Maryhill Tudor/Gunkel Cabernet Sauvignon 2008 - inviting notes with cigar box, blackberry, tea leaf; cool herbal note at palate; good structure.

Windy Point Cabernet Sauvignon 2005 - mint, black cherry, boysenberry with a solid structure and pretty finish.

Cougar Crest Cougar Hills Cabernet Sauvignon 2007 - cedar, black fruit, graphite -- very pretty!  A hint of a peppery note with a solid finish.

Vin du Lac Barrel Select Cabernet Sauvignon 2007 - cedar plank, blackberry, tea leaf with a hint of almond; good length.