Category Archives: Life

Leading with Heart

One night, about six months back, two of our employees on the graveyard shift overdosed on cocaine. They left the plant around 12:30am — all of this caught on video — walked across the street, and bought from a dealer waiting on the corner. They later claimed they did it because they were tired. The cocaine turned out laced with a near fatal dose of fentanyl, a common additive to drugs, I later learned, because the high is so addictive. One staggered back into the factory and collapsed in the restroom, with no pulse, saved by the actions of a co-worker. The other was later found near death as well. Police and ambulances converged on the scene, and the shift supervisor called our president, Pallavi Joyappa, to come deal with the situation.

How to deal with the employees involved? We asked them to tell the truth about what happened, a truth we more or less already knew. One decided not to, and we let him go. The other did, and we kept him on condition he stop using. When random testing showed that was harder to do than anyone thought, we helped him find a rehab center and told him to take the time he needed to get well. We held his job and let him keep his seniority during his 90 day leave. He returned clean, and remains so, and continues to be a productive printing press helper.

If I tell this story, and our leadership’s role in the aftermath, to senior executives at large companies, they typically can’t believe what they’re hearing. They seem to think we must run a crazy workplace. But those of us at the other end of the business spectrum like Emerald Packaging, with $90 million in sales, a small executive staff, such high touch come with the territory. Over the last decade, we’ve helped employees cope with the suicide of a beloved colleague, the murder of another, the untimely death of a third, and a long-time employee who lost two children, one also to suicide. Keeping our team together and focused through these ordeals has involved listening, hugs as people cried in my arms, even saying the rosary with a group gathered to mourn with the mother grieving her child.

I really can’t imagine leadership any other way. We’ve helped an employee ransom his brother kidnapped in Mexico, paid a tax lien for another, paid for educations, and so on. I look at it very similar to how Pope Francis imagines the Catholic Church. He sees the church as a field hospital tending to the wounded, which every one of us is in some way. We do the same at Emerald, because we have to. People bring their pains and sorrows and crosses to work every day, and unless we show authentic empathy and care, we can’t bring them together in this common project, making a product people need, building community around a common goal where they can transform that negative energy into something positive and tangible, allowing them to provide for their family’s by building a company, and a strong one, that will sustain itself for years to come.

Of course, that means making a profit. We’re a business, so we have to. Otherwise we can’t provide for people, invest and plan for the future. Still, that project — which ultimately falls to the company leadership team — occurs in a setting where real people work and live. And that must be respected, or really, what’s the point? Money alone doesn’t build a successful family or community or business or city or country. Running a smaller company is a human project, and with that comes all the messiness that us human’s live in. So, we pay for an employee’s drug rehab, give him the time he needs, and hold his job until he returns, hopefully with the stamina to avoid drugs and become a productive, loyal member of our team.

Covid sharpened this leadership approach. Since we were an essential business, we asked people to come to work despite the risks as we understood them. As the leader, I knew I couldn’t hide at home while asking others to show-up, so each day I went in. And every day for months, I worried I might kill someone. I knew our company couldn’t survive if people didn’t work, so we made a pact to keep them safe as possible. Our team worked tirelessly, creating protocols, finding ways to encourage safety, to get people to care for each other, and when someone did get sick, support them with groceries and pay as they sat in isolation for two weeks at home. It worked. We didn’t have an internal transmission of Covid until a year and a half after the first national cases. And the company not only survived, but against all odds thrived in 2020, allowing us to give some of the highest bonuses in our history.

So this approach continues. On a recent afternoon I found myself in the conference room talking to one of our better press operators. I asked him how things were going. He proceeded to tell me that his sister-in-law had just been murdered in Oakland, and now he was trying to provide for the children. I listened without flinching. This was his reality and he needed me to meet him there, not as a gawker, but as an equal. I told him if he needed anything to just ask. Weeks later he did, asking for help with a past-due bill. I had to make a decision, my word or my wallet. I picked up the paper and told him I’d take care of it. He had enough things to worry about. I know he’ll be an Emerald lifer, and I’ll have his skills for years to come. And all because I treated him as a person.

Though I find this part of the job incredibly rewarding, I know I pay for it in blood. My own blood, to be clear. You can’t help but take on people’s pain, their sorrows, as you help them focus on a common goal. There are many days where I sit in my chair and say to myself “I’m tired”. But as a business owner, I think you have no choice but to meet your employees where they are, and deal with all that means. If you don’t, your business won’t thrive because your people won’t work with the commitment you need. You end up giving yourself away. Doing so is both exhausting and exhilarating, and if you let it be, transformative of your own soul, as you come to understand how fragile humans are, and how being present helps. And in turn, allows them to tap into their best selves to make Emerald an extraordinary place to work, live and thrive, including financially.      

The Patriarch and Me

Last month I traveled to Ireland to catch-up with cousins I hadn’t seen in four years thanks to pandemic restrictions.  We had great reunions, filled with epic evenings of talk and drink.  Though I stayed up most nights past 1am chatting away, I didn’t feel worse for wear, I felt enlivened and happy.  How could one not, being with people who you care for so deeply, and who return the feeling. Only one thing bothered me.  Family kept heaping praise on my father for building something from nothing, rising from the tenements to success, the hero of the first generation born in America. I allow it’s an amazing story. My father started our manufacturing company, diversified into industrial properties and constantly helped those in need of a lift.

What ate at me then?  I succeeded my father as CEO of Emerald Packaging in 2002 when myself and my siblings took over, and have run the real estate side since his death. I’ve had to deal with what he didn’t do, including build an estate plan and property development. The estate plan itself is for the ages, designed to build on what he bought as opposed to dissipate it.  It was much the same over at the company. He built our family packaging business, used what it generated to invest in real estate, but by the time I took over we were in trouble. Declining sales and profits, poor machinery and alienated bank. I sweated with our team to get it turned around and had it roaring by 2006, growing 5x over the next few years. That took it’s own form of guts.

So I felt diminished as folks extolled my father and didn’t note the next generation as well. It’s a rare story for the second generation to grow what it inherited.  Only about 30% of family businesses survive into the second generation according to The Family Firm Institute. And I know he could only take his creations so far, and required others to take them forward. But as the trip rolled along I came to realize he does hold a special place. He’s the immigrant’s child success story, which always holds a place in family lore. He really did create from scratch. And he rightly has a special place, setting an example now lived across the family-tree in succeeding generations, both here and in Ireland.

He also taught good lessons to help take things forward.  Dad pulled back from the business when younger blood was willing to take the risks needed.  He handed over opportunity, too. In failing to craft an estate plan, he gave me a chance to learn how to do so, and in the process, put a solid foundation under his legacy. It’s an honor in its own way, building upon what he built for the next generations. I’m also faced with many of the same challenges that he confronted at a later age, and his example helps. I passed along more authority in the business by appointing a president, recognizing that my energies are now divided, and my drive a bit diminished. New blood was needed. I left Ireland with a renewed appreciation for my father. And a better understanding of my role in the family story. I couldn’t have built what he did. I’m not wired that way. But I’ve built on it as opposed to destroying it, which many successors fail to do.

By coincidence I saw a wonderful play in London called “The Lehman Trilogy” which told the story of how the family built the investment firm over three generations, which non-family later tanked. It’s a great story of building and renewing, how pace in business increases exponentially with growth, and familial successions done right. I knew the hard work of the second and third generations to grow the company. But you had to bow to the guts of the first, who created something they couldn’t have imagined on the boat across. A reminder that each generation plays a role, building on those who came before.





Hey, I’m Gonna Do this Blog Thing

I haven’t written for over two years. I don’t think I can name one specific reason.  I put a lot of pressure on myself to do long well-argued posts.  The effort takes time and energy. And I haven’t had a lot of either in the last two years, like most people in business. Simultaneously we’ve had to navigate a succession of events beyond our control, ranging from the pandemic to rampant inflation. Like most midsized companies we only had a few people who can manage.  The whole madness just took it out of me.  Inflation took the biggest bite, causing financial chaos that tossed us into a sea of misery from which only now, two years on, have we emerged.  Healthy but bowed.

Given that things likely won’t get boring soon, I’ve decided to take a different approach to the blog.  Namely shorter entry’s, more often (that’s not hard) with the aim of dropping something weekly. I’ve missed writing, which shows up when I edit someone’s email or rewrite my own. I revise with a zeal that indicates the frustrated writer wants out. The author in me has taken to passing out copies of Strunk & White’s classic writing handbook “The Elements of Style”. It would be far better if I just put the principles to work myself.

I’ve missed doing these entries. I have ideas and thoughts to share and I love playing with words.  Writing, even as a journalist doing a news story, transports me into a different universe, a playful creative one, that I rarely visit.  Sometimes it even feels deeper. “In the beginning was the word…..” St. John begins his gospel.  He conflates God and language. I think he was on to something.

This entry serves as an explanation and an expression of hope. Why I disappeared and what I aim to do. By the end of this week I’ll put something up on an issue and then come back to the keyboard week after week until it becomes rote. I hope the blog gets conversation going, or helps move one along, that enriches all of us. And I hope it brings a little more happiness to my life, which can use it after the last two years. So thanks for reading and see you back here soon.





Diversity, Immigration and Our Success

The faces of Emerald Packaging have changed beyond recognition from our founding. White men in shirts and ties ran the factory. They had a firm hold on management. Factory workers weren’t any different. Bookkeeping belonged to the lone woman. She could have run sales as well as or better than any male had she been given training.

Today? A woman from India holds the second most important position in the company, chief operating officer. Our prepress director immigrated from the Philippines, our printing manager left El Salvador as did our human resources director. Our head of technical sales moved from Mexico. So too our innovation director. One of our customer service agents comes from Afghanistan. Our maintenance director’s mother immigrated from Mexico. Our factory employees hail from countless different nations including Ukraine, Cambodia, Philippines, Mexico, Thailand and India to name a few.

I recall a few years ago coming into the office only to see a Hindu, Muslim and a Hmong decorating our Christmas tree. Sounds like the beginning of a good joke but reflected our diversity. Our company wouldn’t be successful today without the many minds and hands from other countries. We owe most of our quality control procedures to our chief operating officer who implemented them when she was a process control engineer. We couldn’t operate without the nimble mind of our plant manager who oversees our chaotic schedule. Our innovator led us into laser microperforation, developed our first pricing programs, and pushed us to expand into new markets. Our factory employees, like their compatriots from the 1970s, remain industry leaders.

I do think family history plays some role in my openness to other cultures. Our Irish grandparents immigrated in the 1920s, one set leaving poverty and the other civil war. My paternal grandfather had no special skills when he arrived at Ellis Island. He became a bricklayer in New York, put his kids through school, one of whom founded this company. Not much different from many of those who work here today. I also know I’m more open to women managers than my predecessors, perhaps because I worked extensively with them in a previous job.

More importantly the workforce changed and if we didn’t Emerald would not be here. Diversity defines the Bay Area. Whites make up a much smaller percentage of the labor pool, especially in manufacturing, than three decades ago. Women, immigrants, minorities have the engineering and technical skills necessary to build a successful company. If you don’t hire them ultimately you lose.

We don’t make it easy for women though. The expense of child care eats into wages. No matter what progressive men think women continue to shoulder the burden of child rearing and chores. I think this makes them more efficient with their time, accomplishing in eight or nine hours what men may take 10 hours to do. But it also sometimes distracts from the job, especially when they have to stay home with sick children.

Immigration policy has also started to gum up the works. Our country succeeds because it has opened its doors generation after generation. Slamming shut those doors or failing to put a sane system in place only weakens us. Foreigners account for a disproportionate share of start-ups and patents in Silicon Valley yet we gut the H1-B visa system that allows them to work here. Similarly not rebuilding our agricultural and manufacturing workforce with immigrants who want the jobs simply raises costs and forces companies overseas. We’d welcome underemployed factory workers from the Midwest but they won’t move. Labor mobility collapsed ten years ago and remains stuck at its lowest rate in decades.

White men continue to hold important positions in our company. We succeed because of them, too. But it’s the combination of their talents and those of many non-traditional employees who either weren’t welcomed in manufacturing or whose people hadn’t immigrated yet that drives us. I often wonder if we wouldn’t have been a more successful company if our bookkeeper had moved up the ladder. Well, her spiritual heir has. Our new plant manager, whose parents immigrated from Laos, started as a receptionist, became a customer service agent, and succeeded as our scheduler. I am thankful she’s an American.





I’m Back and We’re Not for Sale

Recently a purchasing manager at a customer opined that our company Emerald Packaging, Inc., must be up for sale. His evidence? I have not been as active since my father’s death in August 2016 and family businesses nearly always sell after the founder dies.

This purchasing manager doesn’t know me well,  so he doesn’t know what has happened over the last 15 months.  Regards the business he may not understand we’ve invested heavily over the last three years, a sure sign of commitment.  Perhaps we have not told our story well enough. I know I have failed to tell my tale. Maybe vanity, maybe pride, maybe just a simple wish for privacy.  But I figure one person must represent a few.  Other’s must think like him. So here’s the truth.

My father’s death hit me hard.  He was a confidant, friend, and the man who raised me. During the final days of his life I guided much of his care spending 18 hours by his hospital bedside day-after-day, making sure doctor’s did as they promised, preventing his early release, helping put together his treatment plan, and regularly checking with his case manager. I did this almost as I would a job. I walled off emotion.  I focused on making the right decisions and helping him say goodbye to friends and family.

His doctor admired my dedication but warned I would pay a steep price for the hours logged and emotions stuffed. A wise man.  I held it together through his funeral, helping guide the planning, and then fell apart. I sat on the edge of my bed the night of his funeral sobbing, asking him “What now Dad, what now?”

I wandered the desert for several months. I had been intimately involved in his care since February 2016 and now that was over. I had a hard time entering my office simply because he used to sit at my small conference table a couple of times a week and go back-and-forth with me about politics, the grandchildren, the Catholic Church and business, whether his or Emerald.  I had no resilience, no energy. Exhaustion enveloped me. I became irritable quickly, had a hard time with complex tasks. I read for solace, avoided people.

As I emerged in the late spring my youngest daughter developed health issues. Some of it was emotional. She had spent a lot of time with Dad in the hospital, even holding his hand as he died. Post-traumatic stress descended. Obviously her recovery became paramount.

When she improved, I immersed myself in the business during the early summer. I threw myself into operational issues including a study on press efficiencies. I oversaw the final stages of our project that connected the buildings that house our operations. Not one part of the business didn’t feel my touch or escape questions. I felt I was back. I think employees would agree.

Then over the summer horrid news. My wife had ovarian cancer. We got the word on the last day of our early August vacation following a series of tests that began in mid-July. Ovarian cancer is the number one killer of women under 50 because it grows silently. Usually it is advanced when discovered. Often too advanced for treatment. I couldn’t believe it. This couldn’t happen again?  Or would it?

I spent the next weeks helping at home as she gradually weakened.  We searched to find the right doctor for the necessary surgery. Her tumor grew so rapidly that if she sucked in her abdominal muscles you could actually see the large lump. We found a surgeon on the recommendation of my Dad’s oncologist. He removed the tumor on September 11. We were warned, given the its size, to expect months of chemotherapy.

As these things go though we got terribly lucky. Her cancer had not spread which meant no chemotherapy. But a 9″ incision needed to heal, she had sutures everywhere, and a radical  hysterectomy.  She faced an eight week recovery with the first three or four mostly in bed limited to 2 or 3 walks per day.

Unfortunately for my children this meant I became head of the household. This experience changed me. I could not believe the amount of work involved in running a family, from meals to constant clean-up, help with homework, projects around the house, care for the vegetable garden, washing the clothes and so on. I oversaw her care, provided emotional support as best I could. By the third week though I exclaimed that housework made me “feel like a slave.” She laughed at the lesson.

Finally, in mid-October, I reinserted myself into the business. By now I worried some jinx had befallen me. I could not help but think another disaster would ensue. I began the process of catching up. I took on drafting a three-year strategic plan, and looked at reorganizing our sales organization. I attended an industry trade show, reintroducing myself to  customers, many I had not seen in many months.  Over the last month I’ve grown confident that the worst year of my life is behind me.

So that’s been my life. I have no regrets how I mourned my father. Some may look at it as a sign of weakness or a failure of will.  I couldn’t have done it differently. I had to go where I had to go. I knew I needed to heal emotionally, I examined how I wanted to grow, and I thought about how the business needed to change. Getting diverted by a daughter’s sickness causes no shame. I stand by how I cared for my wife before surgery and after. Anything less would have been a sin.

The business? It has done well because I’ve put together a great team over the last five years. My chief operating officer dove into our software implementation, helped the sales group, and tackled financial issues with our controller. Our management team began planning our next investments, having just completed a $15 million expansion with the addition of a new printing press and pouch making machine in August. We hired a great director of printing.  Sales pursued leads, landed new accounts, and continued our commitment to hit lead times better than we had in recent years.

We’re not up for sale unless someone hands me a blank check. That won’t happen. I’m only 56. I have a great, young group of managers. I like the business. I love equipment, the people, customers and the search for new opportunities.

I do know companies that have sold after the father dies. That mostly happens when the next generation isn’t deeply involved. Cashing out makes sense. But that’s not us. It’s simply gossip that comes up after a death. I’ve been chief executive officer since 2002, making the decisions, driving the strategy, modernizing our factory. Dad provided advice on big issues — he had been in the business since 1956 so why wouldn’t I turn to him — but I often did not take his advice, sometimes for the better, sometimes not.  My shoulders carried the responsibility, not his.

There it is. An update on me and the business. Hopefully this reassures our customers.  I know gossip fills vacuums. We didn’t provide information, tried to keep my travails private, and maybe didn’t tell customers enough about new equipment purchases, great hires, and plans for the future. I promise more communication. Beginning with this post.





Emerald Packaging Immigration Raid Retold by CNN Money

imagesA few months ago CNN Money called.  They asked to do a story about the impact of n and Customs Enforcement (ICE) raid we suffered over five years ago.  How could I refuse?  The new Trump administration had made immigration enforcement one of its main planks.  We had an obligation to show what that meant for business. Thanks to what ICE calls an “audit” we lost 10% of our workforce. Most of them had 15 years or more experience with us, so out the door went some of our most accomplished operators and technicians.  We’ve never really recovered.  New employees, though good, don’t replace the knowledge we lost.  Plus as we expanded, that talent wasn’t here to run our new machines.

But CNN Money went further.  They told the story of an employee caught up in the mess.  They found one of our best, Miguel Gonzales, a technician who had logged over 20 years with us.  Miguel made a radical decision when he lost his job. Sick of hiding in the United States, constantly worried a knock on his door would come one night, he returned to Mexico.    He, his wife and three children — none of the kids had ever lived there — up and left.  His move profoundly impacted his family.  CNN Money tells that story with feeling that puts a human face on our country’s broken and arcane immigration system.

The article comes in three parts:  Emerald Packaging’s story, then Miguel’s, then the impact on the children told through one of his daughters.  If nothing else watch the video that details the family’s story. It’s deeply moving.

Click on the link below.  It’ll take you into the story.  This isn’t alt-news.  The story’s real, true, and cries out for answers.

http://money.cnn.com/news/undocumented/#undocumented





James P. Kelly: March 18, 1930 – August 31, 2016

jpkI haven’t posted anything since March because for most of that period my father’s deterioration due to metastasized melanoma overwhelmed me.  I want to begin again by posting my eulogy (one of four) and my remembrance delivered at a St. Joseph Notre Dame High School financial aid fundraiser. Given that so much of life over these months has been dominated by caring for him and then grieving his death, posting these tribute seems a fitting way back to writing.

Eulogy Delivered at Funeral September 10, 2016

The chronology of Dad’s death couldn’t be more mundane.  Immunotherapy treatment at UCSF for metastasized Melanoma begins in November.  The drug fails.  His undaunted oncologist Dr. Adil Daud then tries an immunotherapy medication that leaves Dad horribly sick from March to June.  But it seems to work.  His tumors have shrunk.  Surgery looks like an option.  But on July 12 a CT Scan shows cancer has colonized his liver.  His condition quickly worsens but an experimental therapy gives him a two week renaissance. He works out three times the second week, dines with friends, enjoys lunches at Claremont Country Club, and drives his visiting brother to the airport at 5:00 a.m. Then everything falls apart.  On August 20 the cancer takes over. To the shock and dismay of Dr. Daud, Dad’s condition worsens rapidly until eleven days later, surrounded by family, he dies.

Yet those final weeks were anything but commonplace.  Dad emerged in ways never imagined.  He became himself, only more so.  Blessed with time despite his steep decline, he deepened his intimacy with family, sharing his love for us. His Irish temper vanished. Phone calls and emails poured in from people telling him how much he meant to them. They came from friends, relatives, Emerald Packaging employees, and around the world.  He had touched many lives, even transformed them, and now people returned the favor, letting him know his life greatly mattered.  He had time for heartfelt good-byes with friends.  He gave back, as always, this time to medical research by allowing UCSF to biopsy his liver, so they could discover why his tumors resisted treatment, and perhaps develop new drugs that would allow others to live.  Approaching death this man who used strength and drive to succeed in life deployed that same strength to accept fate, and die with a grace and dignity that transformed those present.

His acceptance of death awed me.  Until Thursday August 25, despite the circumstantial evidence, he believed he had several months to live at the very least.  He thought he could fight the disease like he had fought against the odds to rise from an Irish tenement to great success. But that evening his doctors told him his liver and kidneys were failing.  I informed him a CT Scan showed rapid tumor growth.  “You aren’t going to get better,” I said.  “You are dying.”  I am sure those words stung but he demanded honesty.  He had lived that way.  I left that evening afraid I would return the next day to a depressed man.  Instead by sunrise he had accepted death.  “I am ready to go,” he said.  “I have no regrets. I built a business, married the right woman, raised a good family, and contributed where I could.  If I can’t be cured, it is what it is. I just hope I’ve done enough to get to Heaven.” His response left me flatfooted. First, if he hadn’t done enough to get to Heaven, who had?  Second, to me strength had always meant fighting.  That’s what he taught.  Now he redefined strength into acceptance, even surrender. He started teaching his family how to die.

Immediately Dad’s friends and family members mobilized.  The phone calls and emails buoyed his spirits.  This man who had mentored so many, who had helped those in need, who brought humor and loyalty to friendships, had little idea of the love that surrounded him.  Now it poured over him.  Mom came each morning and held his hand for hours.  His grandchildren, who he loved beyond words, flew in from college, called from Berlin and Cleveland, and sat at his bedside, holding his hands, talking to him, even on Tuesday evening, when he could no longer speak, only reply with a weak hand squeeze or slight smile.  His niece Kelly Anne Lynn left her job in New York to nurse him, as did Margaret Masterson, our adopted cousin.  Last Rites, surrounded by family, comforted him, and eased whatever anxiety might be left.  He died on August 31, a few minutes after his sister Mary arrived at his bedside, his rapid breathing slowly calming to nothing.  I do not pretend he did not suffer, but it was infinitely short, and merciful.  Two hours after his death 14 family members kept watch over him. On a hospital floor where so many suffered alone, Dad did not and even nurses who had not worked with him remarked he must have been a special man.

He was a special man.  Dad not only looked out for his family, he looked out for his community in ways most people don’t.  On his deathbed he asked that we continue to “give back” by helping those less fortunate than ourselves as we were already doing. Dad contributed in so many ways to so many different organizations my mind reels. I have no idea where he found time to be a husband, father and businessman but he did. He virtually rebuilt St. Joseph Notre Dame High School, both donating and raising funds.  He served on the board of trustees of Holy Names University for years, and raised money there too.  Next Step Learning Center, St. John’s University of New York, Bishop O’Dowd High School and Family-Aid for Catholic Education benefited from his determination to repay the debt he believed he owed Catholic schools for helping him get a start in life.  I think most importantly he started a company that today employs 250 people, allowing parents to provide for their children.  Emerald Packaging was his pride and joy.  Not only for the wealth it gave his family, but what it allowed him to do for others. With all he gave, he certainly finished the race, kept the faith. Undoubtedly the crown of righteousness is his.

“Love is most nearly itself when here and now cease to matter,” the poet T.S. Eliot wrote in the Four Quartets.  Dad has died.  His love remains, and it is timeless.  Through our tears, our grief, our mourning he comforts us.  He calls us forward, into a deeper communion with family, friends and community.  What a great legacy, what a wonderful challenge, worthy of the man who accepted death without fear, and saw it not as an end, but a beginning.

Remembrance Delivered at St Joseph Notre Dame High School Fundraiser October 15, 2016

Before I begin I want to make something clear.  We are celebrating our father’s life tonight because he died.  But if Mom died first we would be celebrating her’s and Dad would be sitting at the table.  Anything Dad did for this school would not have been done without her full support, and in many cases without her active participation.  This school owes a debt to her as much as to Dad. Our celebration tonight really is a celebration of what they did together, not Dad alone.

Someone once quipped marrying Jim Kelly was the best thing Rosaleen Collins ever did for St. Joseph Notre Dame High School.   Like any pithy statement, it’s at least partly true.  Dad’s dedication to this school was complete.  He deeply wanted it to succeed.  No doubt the fact that Mom and their children went here provided some inspiration.  Mom’s prodding to get involved certainly helped given the influence she had with him.  I also know that Dad had a soft spot for the underdog, for the second-in-line.  He disliked the local bully, Bishop O’Dowd, instinctively. He hated that O’Dowd was pulling students from Alameda to Oakland, students who rightfully should attend the Catholic school in their backyard.

So when SJND, stuck with ancient facilities and grappling with falling enrollment, called he threw himself into the task of the makeover. Dad raised money, gave money, hit up his kids for money until the transformation was complete. By the end SJND boasted the best campus in the East Bay, with a cutting-edge science center, a new arts building and state-of-the-art classrooms.  I note though that the credit for the Marionist Hall bathroom redo belongs entirely to the next generation, who not unsurprisingly refused naming rights.

SJND wasn’t the only school that benefitted from Dad’s efforts.  He raised money for his alma mater St. John’s University in New York, in fact it was the Vicentians who mentored him in fund raising, Holy Names University, where Mom graduated, Northern Light’s School and Next Step Learning Center in Oakland, which focuses on adult education.  He and Mom gave generously to the Diocesan financial aid organization Family-Aid for Catholic Education and supported fundraisers like this one at high schools throughout the Bay Area.

But why did he do all of this?  Catholic guilt? A wish to ensure his place in Heaven?  No.  You have to go back to his beginnings, the formative events of his life.  Dad was born to impoverished Irish immigrant parents, his father a bricklayer with a fourth grade education.  He grew up in an Irish tenement in Brooklyn, where education provided the only road out, the most promising path to prosperity.  Catholic Schools, with their low tuition and dedicated nuns and priests, provided the means.  He went to the local Catholic grammar school, graduated on to St. Augustine’s High School where he ran track and earned a scholarship to St. John’s as a 400 meter specialist. The GI Bill, which he took advantage of after guarding parts of the United States during the Korean War, including his beloved Brooklyn, helped him earn a Master’s in Business from New York University.

Years before Dustin Hoffman received the career advice “One word: Plastics” Dad jumped into the high-tech industry of his day.  He climbed the corporate ladder at large multinational and then jumped out with Mom’s support to form and run his own company Emerald Packaging, today owned by the second generation. Dad grabbed on to success with all the determination, verve and intelligence he had.  But he always remembered he owned that success partly to Catholic schools.

Now I’ve left out a big component.  Not intentionally but because she should have her own paragraph.  Without Mom, Dad would not have succeeded, not as a businessman or fundraiser.  Importantly for Dad, Mom had the social graces that the street kid from Brooklyn almost entirely lacked.  She taught him to curb his temper, be more polite, and learn the arts of normal human interaction not practiced on the streets of Brooklyn.  As he told me two days before he died:  “Whatever grace I have I owe to your mother. She took a rough stone and smoothed off the hard edges.  And it wasn’t always easy.”  In fact, she deserves a Noble Prize for her work.

Mom’s social influence provided the foundation for Dad’s success as a fundraiser. After all, no one would have given money to someone yelling at them.  His willingness to “give back” both through treasure and his wisdom reflected his deep debt to Catholic education. When Emerald Packaging provided the wherewithal for him to begin donating he did so.  Financial aid programs particularly attracted his interest. Even today, he knew, Catholic schools provide one of the few ways for disadvantaged people to get a good education.  Make no mistake. The financial aid programs here, at Bishop O’Dowd, Moreau and other Catholic high schools are one of the few ways for kids in east and west Oakland to receive a decent education given the state of our public schools.  Let’s be clear: Do you think private schools like Head Royce provide the opportunities to these communities that Catholic schools do?  Not a chance.

Dad and Mom passed the obligation to “give back” – Dad’s phrase – on to the next generation, and we carry on their work.  But Dad insisted that everyone who had ever benefited from the leg up provided by a Catholic education should give back.  It drove him crazy that people who had received financial aid and attained some wealth did not donate to the degree they could.  Not this group of course, and certainly not tonight.

Dad’s death has been hard.  We miss him terribly. I know though that Dad would be honored by this remembrance tonight. He would think himself best remembered if everyone dug deeper into their pockets to support financial aid at SJND.  So tonight if you plan to give $50, I ask you to give $100.  If $100 then $150.  If $500, why not $750 or $1000?  And if you are flush enough to write a check for $5000, then go for $10,000, or be haunted by him the rest of your days.

Dad was proud of this school.  He loved the community and what it has accomplished, the opportunities it provided.  But he knew there was a price tag attached.  So he opened his wallet when asked.  In his memory, I ask you to open it a little wider tonight.

 





Careless Email, Destructive Words

imagesMost of us have vented frustration in an email.  Some rant at the recipient like they’d never do in person.  A smaller subset stumble badly.  We hit “Reply All” when we don’t intend to, write a nastygram or some other uncomplimentary email about a person and hit “Send” only to  realize that the person who we are complaining about got the email.  Fevered attempts to recall it usually prove fruitless.  The unintended recipient either ends up embarrassed or offended.  Explanations may or may not salve wounds.  But damage lingers.

As a principle I don’t write nasty notes because they might get forwarded.  If I have criticism, I make sure I say it in person.  However I have hit the “Reply All” button and unintentionally sent an email asking another manager why one of his direct reports doesn’t understand his directions, only to realize too late that the message went to the direct report.

Recently something worse happened.  One of my colleagues had to deliver some bad news to an important supplier.   My colleague had done everything they could to ensure a good outcome.  But it just didn’t work out.  The email my colleague sent had several recipients on it.  One obviously unintentionally hit “Reply All” and sent an email questioning my colleague’s competence and even their motivations.  The result? Just like that our relationship, central to a new project, deflated.

The invective dripping from his email indicated feeling that went beyond this one issue.  But when he recognized what he had done — even before we had seen the email — he left a message on my colleague’s cellphone backpedaling.  “I shouldn’t have sent that email,” he said. “I’m sorry.  I was frustrated about something unrelated to you.”  That didn’t pass the smell test.  I immediately began asking myself why he had written it.  What frustration did he harbor that lead him to say what he did?  We must have done something wrong.

He compounded his error by making the lame excuse. The sender should have spelt out his frustrations.  Failing to do so chipped away his integrity.  He could have used his mistake to speak frankly about what we had done to upset him and in doing so strengthened the relationship.  Actually I think it best in these situations to go a step further and address the issues in person.  That tells someone you value the relationship.  Voicemail doesn’t.

One of his superiors called to fix the damage.  Doing so upset me further. Why couldn’t he call to talk in person?  Unfortunately the partner used the word “if”, as in “I am sorry if you were offended,” or something like that. The British writer George Orwell recognized the word’s power half a century ago in his wonderful essay “Politics of the English Language.”  Want to deflect responsibility?   Deploy “if”.  “I’m sorry if you were offended” shifts blame from the speaker and places it on the victim.  “If” distances the transgressor from their transgression.   The correct usage?  “I’m sorry he offended you.”

We did not hear from the writer for two weeks. That meant the wound festered for days.  “What had we done? What had we done?” droned on in my head.   Obviously not good for any relationship, personal or business.

When we finally talked he confessed that a series of frustrations unrelated to us caused him to crack when we delivered the bad news.  Plausible?  Maybe. But the length of time it took to call left too many questions unanswered.  His in effect uttering the hollow words of the protagonist in poet T.S. Eliot’s “Love Song of J. Alfred Prufrock: “That is not what I meant at all;/that is not it/at all.” didn’t really satisfy.  However it was time to move on.  The relationship mattered too much to allow an email to destroy it.  Ultimately I hope the lack of respect embedded in it doesn’t portend a sad end to it.

Whatever the case, the writer provided a reminder that “Reply All” has destructive power.  At least I can thank him for that.

 





On Not Writing

imagesIt has been many months since I’ve posted anything here. This silence isn’t very smart for me. I really enjoy writing. Not doing it leaves a vacuum inside me. I like putting my thoughts out there, love the creativity of assembling letters on a page, and even find some hint of the Divine when my mind and my hands become one and the words spill out of me. It is an altered state of consciousness, access to part of my brain, my soul, that I have no other way. Not to mention how fun I find it.  Nothing I do feels quite like it.

Until last year I had written non-stop since age 13. Back then I penned Letter’s to the Editor of the local newspaper commenting on current events. I did it sometimes under a pseudonym because I did not want to upset my parents with my more liberal views. I evolved from there to actual writing for publication, first for my college newspaper, and then free-lance pieces for national publications. My passion for language evolved into a career, taking me into journalism with Business Week until 1996 and continuing even as I moved into Emerald Packaging as a columnist for various publications. And then the blog.

So why the silence of the last year? Well, it has not been an easy year. Our business, which has grown rapidly, needed to catch-up with itself. We moved into an additional building, added more equipment, looked at the profitability of our accounts, shedding some in the process. We expanded into digital printing and tried to build a business around the new technology. Work took up a lot of time, to which my family can attest. Something had to give, and writing did.

Ill-health did not help. I had surgery in early May to repair some abdominal muscles. I spent so much time in bed recovering I pinched nerves in my back. Until the insurance industry could get around to approving cortisone shots I slept three hours per night. Once that was behind me I managed to take a tumble off a retaining wall in our garden. That was the end of July. Not a good streak. Certainly not conducive to creativity.

But above all I really wondered if I had anything to say. Not writing anything compounded the problem because the worry became it’s own inflection point. Part of my brain became depressed I think, not my entire being mind you, but an important part. Stuffing creativity, even when it is something as mediocre as my writing (let’s face it, I’m no Hemingway), corrodes the soul, atrophies the mind, and, given my faith, distances you from God, since the act of creation brings us closer to the divine.

Finally I just could not shake the need to write. To express. To comment and engage with others. To find that little moment when I feel connected to something larger. To play. I could not forever neglect the passion. So I’m back and I will be posting here more frequently. I am not sure who will read this blog going forward. It would be good to find an audience. Even better though to be who and what I am.

My message here is pretty simple. I should not have neglected this side of myself. If there is something, dear reader, you have pushed away in favor of work or family or mending health which nourishes you, don’t do it. It won’t do you any good, probably undermines health in its own way.

I imagine if today were my last, having to answer to St. Peter why I gave up doing something that God blessed me with the power to do. That is not a conversation I want to have. Nor should any of us.





Turning Disaster into Freeze-Dried Blueberries

dried-blueberry-productRecently I had the wonderful opportunity to dine with the executive team of Homegrown Organic Farms, which operates one of the largest organic blueberry operations in the country.  I’ve rarely met a more open, honest and intelligent group — and I am not saying that just because they are customers — so passionate about their product.  It being our first meal together we spent time swapping stories family and corporate histories.  My team, lead by local Xpedx technical sales representative Chris Kampsen then had a chance to learn about the range of new products they hoped to introduce.  They asked our help to develop the necessary packaging.

If you had told me I would be sitting at this table over steaks and Italian food nine months ago I would laughed in disbelief.  Back then we had nearly destroyed the retail launch of their freeze-dried blueberries thanks to pouches that failed during packing.  Quite simply the seals at the bottom of the bag which enable it to stand-up did not exist. You couldn’t tell from the outside of the pouch.  The impression left by the seal bar was there, so the bags slipped past quality control.  If we had stuck our hands in we would have noticed the problem.  But that wasn’t part of our quality control protocol back then.

We had been so proud of the pouch.  The life-like printing made the blueberries on the front come to life.  Pitch perfect blue.  The bag looked majestic, tall with silver edges, likely to catch the consumer’s eye.  Our company knew that Homegrown had taken a big risk being first to market with freeze-dried blueberries.  So we thought we had taken extra care with the printing and pouchmaking.  The project was also our first with the Fresno branch of Xpedx and we wanted to shine.

Trouble arrived on a Saturday morning around 6:30 a.m.  I happened to look at emails while driving my daughter to a track meet in the Central Valley.  I know you shouldn’t read emails while driving but the story was so compelling that once I started I couldn’t stop. Our salesperson Barbara Gaitan and chief operating officer Pallavi Joyappa and Chris were trading notes about a potential pouch failure.  And as the day wore on the news got worse and worse.  The 4 oz. pouches did not work.  If something wasn’t done fast the company would not meet its roll out.  We had no choice but to get good pouches out pronto.

Pallavi guided the rescue effort.  We sorted bags in inventory at our facility and shipped them.  That bought us a few days. Then we went back into production to make new pouches.  That meant finding a way to break into the schedule — a task that fell to my sister Maura — print and make bags.  Later we dispatched a crew to their packing facility to sort through the bags on the floor. It took two days in near freezing conditions but they culled out the failed pouches.

Homegrown made its first shipment thanks to the crisis management.  But we had left them with a hefty bill for ruined product.  Xpedx told me the not insignificant number and my head hit the desk.  It did not occur to me for a moment not to pick up the bill.  We run a company imbued with family values.  One of those is integrity.  We don’t stick others for problems obviously of our own making.

I didn’t expect Homegrown  to keep us as a supplier.  We had failed to deliver what they needed most — quality pouches.  But this company proved different.  They admired the lengths we had gone to address the issue and profoundly appreciated the efforts made by our staffers who sorted the pouches in frostbite conditions. The fact that we paid the bill without hesitation told them we stood by our customers.  To my great shock came the phone call that they planned to keep doing business with us.

Owner Karen Avinelis spoke plainly.  They liked our character so much they wanted to partner with us, provided (of course) that the problem did not recur.  I think I had not been so humbled in my life, and rarely so touched by a businessperson.  She not only taught me that doing the right thing sometimes pays, but that telling a person how much you appreciate their company’s efforts can touch the heart.  Her willingness to give us a second chance made me look at how we treated our own suppliers.  Today I’m prouder than ever of that pouch.  Not because of what’s on the outside but what’s on the inside.  The soul of a family, the Homegrown Organics family, and the best freeze-dried fruit I’ve ever tasted.

 





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