Small businesses: Build a lasting legacy with intentional leadership

This article was originally featured in Triangle Business Journal.

Summer jobs are an important rite of passage for high school and college students, and it pains me to read how hard it is for companies in the Triangle to hire these seasonal workers — either due to low demand or a desire for more flexible opportunities.

On a recent family vacation to the North Carolina coast, I took a chance and swung by a marine detailing business I worked for 25 years ago during my college days. To my delight, my old boss was still at the helm, and the company had recently celebrated its 32nd year in business. I’d like to share three takeaways from how this business owner ran things that other owners can incorporate to potentially lead to similar success and staying power.

1. Instill a passion for excellence.

I fondly recall my frustration during my early days on the detailing staff with how much time my trainer spent teaching me how to detail a boat well. We spent several days working together, with her critiquing my habits as I worked on each boat. I felt free when I finally gained my “independence” and was able to work solo on jobs. But this excitement was short-lived when, at the end of the day, I learned I would have to return to the boats with my trainer to review everything I had missed: revisiting the gunnels that were spotty from salt water, emptying bait boxes that hadn’t fully drained and re-polishing chrome railings that weren’t dried quickly enough after washing.

Companies that pay attention to the smallest of details — especially in the early onboarding of new employees — ensure that bigger details will not be missed either. Training requires open two-way communication and continual (but fair) feedback, rather than waiting for an arbitrary mid-year or year-end review.

2. Be process-oriented.

Each member of staff approached each boat with the same detailing process, beginning at the top or front of the boat and slowly working our way back until we had completed our initial wash and dry. Once we had a clean canvas from which to work, we would return to wax the fiberglass and shine any chrome. Any additional work, such as staining teak, would be done at the end. Each of us followed the same game plan on every boat, which made training more seamless (see above) and ensured that all customers received a similar experience.

3. Show meaningful appreciation.

Each Friday, the staff was treated to lunch, which usually consisted of the Pizza Hut buffet or a local barbecue spot. We loved it because we got to spend time with each other in the air conditioning, which was rare since most of us worked at a variety of marinas or customers’ homes. These all-you-can-eat buffets didn’t cost our boss much, but we reciprocated by working hard to do our best for the customers.

Companies might struggle with showing appreciation to their employees in meaningful ways, especially given the post-Covid shift to remote or hybrid work environments. However, those that succeed will have a better chance of attracting new employees and upgrading existing talent. In-person gatherings, which can include meals, events or sports matches, allow teammates to develop relationships and build trust.

Beyond that, a well-timed and authentic “thank you” that is specific about what a person or team has done well can go a long way to creating a halo that stands the test of time, as it did for me.

Final thoughts

The fact that the owner’s son is now working at this business leads me to conclude there is a good chance that it will still be operating when it is time for my own son to get a summer job. I believe what’s led to ongoing success, and its likely continuation, are the behaviors my old boss instilled in his staff. At my visit, I loved hearing that he was working with third-generation relatives to his early customers, while several of his own grandchildren are now on the docks detailing boats. Building that kind of legacy doesn’t happen without intentional leadership.

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