How Three Leadership Roles Prepared Me to Serve Family Businesses Today

🔹 Case Study #1: Leading Through Generational Change in a Multigenerational Institution

Role: Senior Pastor, 1991–2005

Organization: Historic Congregation Founded in 1832

Context

Hired to attract younger members to a traditional, multigenerational church, I encountered resistance from long-time congregants—especially around worship style and the role of women in leadership.

Approach

• Introduced a new, contemporary worship service (“Living Water”) alongside the traditional format
• Advocated successfully for hiring a full-time female Associate Pastor while respecting existing governance structures
• Balanced innovation with theological continuity

Results

• Increased engagement from younger generations without alienating legacy members
• Sustained and expanded world mission efforts
• Successfully led a capital campaign and refugee resettlement efforts

Relevance to Family Businesses

I gained deep experience navigating value-driven conflict, honoring tradition while guiding innovation, and building consensus across generations—core challenges in family enterprises.

🔹 Case Study #2: Learning How Organizations Change—and Why They Sometimes Don’t

Role: Consultant on Congregational Learning and Change, 1998–2005

Organization: Indianapolis Center for Congregations (Funded by Lilly Endowment, Inc.)

Context

The Center hosted expert-led workshops on church growth, small groups, facilities, and technology. Some congregations thrived afterward; others didn’t change at all.

Approach

• Followed up with congregations to assess how they implemented workshop insights
• Identified patterns of successful vs. unsuccessful learners
• Helped the Center apply “double-loop learning”— improving how they supported change, not just what they taught

Results

• Enhanced the Center’s ability to promote, deliver, and follow up on learning experiences
• Contributed to improved program design and measurable outcomes among congregations

Relevance to Family Businesses

I developed a deep understanding of change-readiness, organizational culture, and how learning turns into action—vital insights for any family business navigating growth or transition.

🔹 Case Study #3: Aligning Vision, Execution, and Relationships in a Family Philanthropy

Role: Program Officer, 2005–2022

Organization: Kern Family Foundation (Founded by the founders of Generac Power Systems)

Context

I worked for a family foundation founded by entrepreneurial business leaders. After selling their company, the Kerns committed to long-term, values-based philanthropy.

Approach

• Preserved donor intent while managing complex multi-year grants
• Designed and facilitated grantee learning summits
• Recruited expert speakers, guided peer learning, and evaluated outcomes
• Served as facilitator and emcee at high-level events

Results

• Elevated grantee success by linking shared learning to measurable implementation
• Reinforced the foundation’s reputation for disciplined, relational philanthropy

Relevance to Family Businesses

I bring experience in values-based stewardship, high-trust leadership, and long-term planning—all crucial for families working to align enterprise success with legacy and purpose.

Summary: Three Roles, One Calling

Across these roles, I have developed a toolkit uniquely suited to family business facilitation:

✅ Navigating generational conflict

✅ Facilitating change in values-driven organizations

✅ Translating vision into strategy and implementation

✅ Creating shared learning cultures that deepen alignment

Let’s explore how these experiences can help your family business thrive. Use the form below to make contact.