Archive for happiness@work

Capiche Conversations: Interview with Tracy Kaiser, Marketing & Education Manager of Ashland Food Co-op

With Contributions from General Manager Emile Amarotico & Store Manager Barry Haynes

Interview conducted by Melissa L. Michaels, Capiche Contributor/Strategic Partner, Michaels & Michaels Creative, LLC

Ask any local what the heartbeat of Ashland is, and they’ll probably say the Ashland Food Co-op. It’s not only a place to find healthy, sustainably sourced groceries, but it’s also a social hub where you can meet with friends and colleagues while enjoying selections from the Co-op Kitchen’s 200+ menu options. The Co-op team truly puts “people, the planet, and principles before profit.”

The vibrant, joyful culture visible in the Co-op workplace reflects the fruit of labors undertaken by Capiche in collaboration with the Co-op’s leadership and staff as part of a Happiness@Work project in 2013 and 2015. General Manager Emile Amarotico and the board members fully embraced the process and eagerly sought to implement recommendations gathered from employees through Capiche’s appreciative inquiry process. Nearly a decade later, the investment is still paying dividends in both employee satisfaction and the bottom line.

Following is an interview with the Co-op’s new marketing and education manager, Tracy Kaiser, along with GM Emile and Store Manager Barry Haynes.


Tracy Kaiser with Daughter

Q: Tracy, you’ve been in the Rogue Valley since 1998—one year before I arrived, incidentally. Where did you move from, and what did you think of Southern Oregon by comparison?

Tracy: I moved from Stevens Point, Wisconsin, my college town. I was raised in Wisconsin and was the bakery buyer for a mail-order company when I was recruited by Harry & David in 1998.

My father was an outdoor nut, and I was raised with a deep love for nature and wildlife. My dad always wanted to live in the mountains, and he spoke of their beauty and strength often. I can remember flying in for my interview with Harry & David. My flight arrived after dark. I was staying at the Morical House, an Ashland B&B, and I drove directly there to rest for the evening. The next morning, I pulled back the drapes and had this warm feeling that I was home. Since that moment, I cannot imagine living anywhere else but the Pacific Northwest.

Q: Prior to becoming marketing and education manager at the Ashland Food Co-op, you were senior director of product development and innovative merchandising at Harry & David. How did this prepare you to excel in your role at the Co-op?

Tracy: Harry & David is a full circle business model. We had to excel at process procedure, product development, creativity, finances, and tight timelines as well as having or learning a deep understanding for operations and orchard management. My senior VP was my mentor for several years, and I often recall the management practices she instilled within me.

Ashland Food Co-op Kitchen Employee Prepping Food

Q: As a newcomer to the Ashland Food Co-op team, what was your initial impression of the workplace culture, and do you feel the Co-op’s mission is aligned with its brand?

Tracy: Before I started my career at AFC, I felt deeply connected with the team because I shopped there almost daily. The Co-op was my social hub! After I was hired for my position, I felt the connection deepen even more within the team. Do I feel the Co-op’s mission is aligned with our brand? Oh, yes! Spend five minutes with Lynn Scionti, one of our product managers who has been with the Co-op for 40 years! She is the embodiment of Co-op values and strives to bring our community the best products at the best price. Lynne truly inspires me on many levels, including the fact she stocks shelves like she is 25.

Ashland Food Co-op Logo

Q: You are actually witnessing the long-term impact of the Happiness@Work project conducted in 2013 and 2015 in collaboration with Capiche. Chris Cook wrote an article about this innovative work for Cooperative Grocer magazine in which she details the approach taken. This involved conducting a Happiness Works organizational assessment followed by an appreciative inquiry process. Three volunteer teams were formed to implement solutions based on the data collected: Communication & Cooperation, Renewal & Stress Management, and Learning & Development. Is this work still paying dividends today, both in terms of employee satisfaction and Co-op profits?

Emile: The Happiness@Work initiative inspired a number of communication enhancements that continue today. Until COVID precluded group get-togethers, we have produced twice yearly All Store Assemblies chock-full of updates and trainings. We routinely conduct Team Huddles to keep members informed and provide space for dialogue. A weekly Huddle News email provides storewide messaging to team leaders and desk workers. We have just launched BeeKeeper, a mobile communication platform accessible to frontline employees via mobile device as well as desktop. In time, this may replace decades-old all store and department paper logbooks. It will integrate a number of other Happiness@Work-inspired programs, including our weekly employee surveys and our shoutout board used to recognize peer successes and gratitude.

The most tangible enhancements to renewal and stress management are the outdoor break area, which has literally blossomed, and a complete renovation of the indoor break/food prep area, including new fixtures, counters, seating, and computer “non”-workstations!

We have integrated volumes of training for all employees as well as curriculums relevant to specific workers. Examples include implicit bias and cultural agility awareness, harassment, and active shooter training.
Emile Amarotico

The twinkle in Chris’s eye belies keen insights into what makes people tick, be it in the workplace or the marketplace. Perhaps it’s a twinkle of magic!Emile Amarotico

Q: What was it like working with Chris?

Emile: The twinkle in Chris’s eye belies keen insights into what makes people tick, be it in the workplace or the marketplace. Perhaps it’s a twinkle of magic!

EXCERPTS FROM CO-OPERATIVE GROCER ARTICLE

The Happiness@Work project was born out of tension created around whether or not to unionize. As the issue was resolved and the employees created their own union, the Co-op’s leadership felt it was time to realign with the Co-op’s mission and vision: “joyfully working together, providing a workplace that fosters opportunities for participation, empowerment and growth in an environment of mutual respect and cooperation.”

The Ashland Food Co-op created a Happiness@Work Team comprising board members, the general manager, and representatives from the newly formed employee alliance. After reviewing several proposals from consultants, the Co-op selected Capiche for the project.…

General Manager Amarotico says, “This work has had a positive impact on employee engagement. By implementing solutions they’ve designed, employees enliven the entire organization. It’s great that we’re making strides toward a happy workplace and have solutions being designed and implemented. The key take-away is that the results will include more productivity, happier customers, and an atmosphere with a vibe that more people want to participate in.”

Amarotico adds, “I would recommend Capiche to any organization that is truly committed to engaging with the nerve system of their organization with the intention of creating positive change.”

What Would Increased Happiness Do for Your Business? Ashland Food Co-op Aligns Mission with Culture, Boosts Financial Success, by Chris Cook for Cooperative Grocer magazine

Barry Haynes

Q: Recently, Barry Haynes was promoted from produce manager to store manager. He was part of this exploratory process and is a real-life example of Happiness@Work in action. What sets the experience of a Co-op employee apart from a typical job?

Barry: Working at the Co-op provides the opportunity to be a part of a community and family that is not usually found in the typical work environment. Management believes in Servant Leadership and approaches every day with the intent of making everyone’s workday experience a positive one.

Ashland Food Co-op Kitchen Employee Cooking Food

Q: How has your team pulled together in the face of COVID challenges? What measures has the Co-op taken to help keep the staff and community safe, and how has the shopping experience changed as a result—including the addition of curbside pickup and an online store?

Barry: The challenges of the pandemic have taken a toll on essential workers everywhere. All employees have been receiving a Hero Pay differential since the early stages of the pandemic. Additionally, we have been providing a meal to employees for every shift worked as well as numerous gift certificates and other benefits intended to maintain positive morale.

We have implemented numerous protocols and protective measures ahead of and beyond state requirements. Shopping patterns have drastically changed. Average basket size has increased, and customers are visiting us less frequently to limit their exposure.

The creation of online shopping with curbside pickup was a priority, and the team moved quickly to successfully execute this project.

Almeda Fire Rubble

Q: How did the Co-op respond in the aftermath of the Almeda Fire as community members found themselves in dire need of resources?

Tracy: From day one of the Almeda Fires, the Co-op team wanted to help the community. They reached out to vendors across the region and country to ask for their help with products, supplies, and food to get to the fire victims.

And that help came through in big ways, getting nutritious food to displaced families, home supplies in high demand, and wellness and food for first responders and firefighters. These donations and distributions wouldn’t be possible without our dedicated and well-connected Co-op team.

The other way we were able to help get resources back to the fire victims was through our new Round Up Program called Change for Good. We quickly communicated to our community about the need to support displaced families and how they could easily help the community by rounding up their change when they were at the cash register checking out. In very little time, we had over $75,000 donated from our community, and the donations were distributed throughout local organizations supporting our displaced community members.

Ashland Food Co-op Kitchen Cheese, Fruit, Baguette

Q: A lot of people are surprised to learn the Co-op Kitchen is the largest restaurant in the City of Ashland—a town acclaimed for its plethora of restaurants. The Co-op Kitchen employs 45 to 50 people and pays more restaurant taxes than any other business in the city. It offers 200+ products and a highly customizable menu suitable for any diet—from vegan to Paleo to keto. What makes the Co-op Kitchen such an attractive option for those seeking dining options in Ashland?

Tracy: As you stated, we offer a robust assortment of products that support a broad range of dietary needs. We take great pride in the quality of our ingredients. Not only are our meal offerings nutritious, they are incredibly delicious! I often express to community members that since I started working for the Co-op, I feel so much healthier, especially when I make an effort to eat at the Hot Bar. We have stepped up our culinary and production game over the last year, and even with all of the shifts in our business practices during COVID, our Prepared Foods Team and executive chef were still able to curate new products for our community.

Ashland Food Co-op Joyfully Working Together

Q: I love the Co-op’s Vision: “Joyfully working together …  Delighting shoppers … Enhancing health … Enriching community.” Often, a vision is aspirational, but the Co-op seems to be living this already. What do you envision for the future of the Ashland Food Co-op?

Tracy: Finding new ways to reach more community members with nutrient-rich food and making it approachable to all, even if you are food-insecure. We have a lot of amazing managers and board members who are visionaries and strategic thinkers, and we look forward to potential opportunities to grow our current store footprint or find other locations in Southern Oregon that support our drive to bring nutritious food to all who live in our region.

SERVICES CAPICHE HAS PROVIDED FOR THE ASHLAND FOOD CO-OP
  • Happiness@Work Project
  • Organizational Development
  • Surveys
  • Organizational Assessment
  • Research
  • Meeting Facilitation
The twinkle in Chris’s eye belies keen insights into what makes people tick, be it in the workplace or the marketplace. Perhaps it’s a twinkle of magic! —Emile Amarotico Share on X

What Would Increased Happiness Do for Your Business?

Ashland Food Co-op Montage

“Businesses often forget about the culture, and ultimately, they suffer for it because you can’t deliver good service from unhappy employees. —Tony Hsieh, CEO of Zappos

This summer, I worked with the Ashland Food Co-op on its groundbreaking Happiness@Work project—because they DIDN’T forget about the importance of a positive culture when things seemed to be going astray. The project was born out of tension between departments and between managers and their employees as well as a volatile debate around whether or not to unionize. Capiche was selected for this project by the Co-op’s Happiness@Work Team, which comprises board members, the general manager and representatives from the newly formed Employee Alliance.

Co-op General Manager Emile Amarotico says, “The positive impact this work has had on employee engagement in implementing solutions they’ve designed can’t help but permeate through fellow employees within the organization. It’s great that we’re making strides toward a happy workplace and have solutions being designed and implemented, but people can’t forget that the results also will include more productivity, happier customers and an atmosphere with a vibe that more people want to participate in.”

Known for its focus on happiness at work, Capiche applies the scientific research on happiness to real-world applications. “It’s fun to see where the theory starts to impact the actual workings, the mechanics of the organization,” Emile says.

Ashland Food Co-op Farmers Gathering ProduceAlong with trusted colleague John Bowling of Sustainable Leadership Consultants, Capiche started with an organizational assessment from Happiness Works and then created opportunities for employees at all levels to provide suggestions using an appreciative inquiry process. We gathered information about what employees valued most about their work at the Co-op and discovered areas that offered opportunities for improvement. Key topics that emerged were communication and cooperation, learning and development and renewal and stress management.

With this information, the Happiness@Work Team empowered three volunteer Solutions Teams (comingling managers and employees from various departments) to create and develop solutions around these key topics with the vision of making the Co-op a better place to work. These groups met for five months and, in the process of focusing on growth opportunities, also developed strong cross-department and cross-employment–level relationships. This promoted greater understanding and empathy among all involved.

Ashland Food Co-op Farmer in the FieldWith support from the Board of Directors and management team, these solutions are in the process of being implemented. This process is fully aligned with the Co-op’s mission and vision, which includes “joyfully working together, providing a workplace that fosters opportunities for participation, empowerment and growth in an environment of mutual respect and cooperation.”

Emile adds, “I would recommend Capiche to any organization that is truly committed to engaging with the nerve system of their organization with the intention of creating positive change.”

Happiness and wellbeing at work are possible wherever people are clear about and honor their values, vision and mission. Employee and customer loyalty, creativity, innovation, teamwork and ultimately positive business results follow employee happiness and engagement.

Please share your success stories or let me know if you would like to talk about how to align your mission with your culture to bring more happiness and business success to your workplace.

What Do You Expect from Your Job?

Our Values and Culture, Wegmans

Really? Is this a valid question?

The business world is changing along with our expectations. More than ever, we are looking to work for an organization with vision and values that align with our own. We are seeking a sense of purpose in what we do and how we do it.

Think about your own work. What really matters to you? Why do you do what you do?

I think it all boils down to happiness and a sense of wellbeing. Start with a question like, “Why do you do what you do?” You may get the answer, “Because I like to help people [fill in the blank].” Then ask, “Why do you like to help people [fill in the blank]?” And keep asking, keep drilling down. I bet you will finally get to an answer that sounds something like, “Because it makes me happy.” Yep. People do what they do in pursuit of happiness.

But what makes people happy? What feeds a state of wellbeing?

In his book Flourish, positive psychology’s grandfather Marty Seligman states that it’s the combination of positive emotion, engagement, relationships, meaning and achievement. Sounds reasonable.

But wait. It’s health, wealth, relationships, happiness and meaning, according to bestselling author and executive coach Marshall Goldsmith. Yeah, that sounds reasonable, too.

And Zappos CEO Tony Hsieh says it’s a combination of perceived control, perceived progress, connectedness and having a sense of vision and meaning in one’s work—being a part of something bigger than oneself. I can get on board with that as well.

The good news is that in the last several years, we’ve seen more and more examples of businesses of all shapes and sizes taking employee wellbeing and happiness into account—even putting it front and center. And they’re not all progressive tech giants like Google, Apple or Facebook. Happy companies are everywhere and every size.

Just look at Fortune’s Top Companies to Work For 2013. I’ll admit I’m proud to say little old Wegmans Food Markets is at position number five. I say I’m proud because Wegman’s was started in Rochester, NY, where I hail from. And while it’s not a Mom and Pop store anymore, it maintains that quality while offering an astounding shopping experience. For me, one of the best parts about visiting “home” is getting to grocery shop at “Weggies.”

What’s so great about Weggies? According to Fortune, “Turnover is an exceptionally low 3.6% at the Northeastern grocery chain, which lets employees reward one another with gift cards for good service. Many workers like it there so much they bring in relatives—one in five employees are related.” And the story goes that when Cher was in town for a concert, part of her VIP treatment included an exclusive visit to Wegman’s.

What about your work makes you happy? What helps you flourish? What inspires your creativity and fuels your desire to give a little more? Please let us know—reply to this blog! We will all benefit.