New business model for Nature’s Food Market gains accolades in national health magazine

  • By Dave Mast
  • March 8, 2010
  • 895
                        
In the business world, there are problems you can see, feel and hear that are obvious. Then there are problems that sneak up like a thief in the night, and can silently eat away at your company. For owner Zed Clark and Nature’s Food Market, the ability to overcome a devastating fire several years ago was relatively easy to figure out. But, Clark said, the inability to overcome much more covert internal issues in the process of running a business can cause a company to fail slowly but surely. Clark had observed close to 500 natural products stores around the country and knew it was easy to lose sight of long-term goals by getting lost in day-to-day management. Instead, Clark wanted to create a team management model to operate his business, in which employees would take the reins of everyday operations. “I wanted to empower my employees so I could step back and maintain the perspective and vision I had to grow my business,” said Clark. The result has been a three-phase transition to a team management model that has enabled Clark to expand his store and boost sales. That model of management was recognized recently in Natural Foods Merchandiser, a publication known nationwide as one of the best in the health food industry. In retooling his company to create teams and leaders, Clark delegated more responsibility to each employee while allowing them to use their gifts and talents. Nature’s Food Market has seen a remarkable increase in its productivity, general attitude and bottom line. Being recognized for their endeavor in a national magazine is the icing (sugar- and gluten-free, of course) on top of the success the program has been to the company. “They only choose 12 stores nationally to do this, and they try to find stores which are either a unique niche, or which have overcome a challenge or have done something outside of the normal realm. “They like the story I had to tell because they like the way we have made teams within our business, chosen to work with the people’s strengths in the organization. We’ve avoided the trap of falling into a routine, which doesn’t allow a business to grow,” said Clark. “It’s certainly not unique to natural food stores.” Clark credited his employees for catching his vision and for falling in line with what he wanted to achieve. He said that once they realized that what he wanted was to free them up to do what they enjoyed doing the most, it didn’t take long before they experienced some drastic changes. “I guess I feel like we’ve got so many people here who have their own gifts, why not let them shine?” asked Clark. “Plus, when people are doing what they love to do, they are going to do a better job at it.” Clark said that the fact that they are centered in the heart of Amish Country certainly didn’t hurt their chances either. Clark said that he hopes that their story of how they have put this particular business model into practice will be seen by many, and that it inspires other businesses to avoid the trap of not allowing themselves to grow. He said a business owner who has been in the field for 38 years called him recently, and wanted to explore Clark’s business model. He said that in the process of sharing thoughts with one another, both men gleaned some valuable advice from the other, making the magazine article a win-win for everyone. Clark said that although he knew the business model he wanted to follow would free him up to do what he does best, as well as including his employees in the decision-making process and allowing them to best use their skills and talents, changing gears was not easy. It was a big jump for him and the staff. What he has found through the experience is that communication and delegation are keys to success, and by putting added responsibility and trust in people, you enable them to grow and prosper, while gaining a feeling of genuine faith that what they are doing truly matters to the success of the company. “If you want your employees to trust you, you have to show that you trust them,” said Clark. He began the new program late last year, and he said that the story kind of preceded the success story they are experiencing. He said that the learning is still taking place, and expects that it will be at least one year before they can say they have arrived where they want to be. Still, the success they have experienced already is evident, Clark added, and the entire staff is excited about where things are going. Clark said one of the biggest changes has been in team and staff meetings, noting that the communication level has risen greatly. He also said that he has set performance standards as well as having more of an open-book approach to his business with his employees. “It’s important for people to know and understand the state of a company,” said Clark. “It helps set direction. It helps create unity and goals.” He also has created basic tools, such as job descriptions, evaluations and employee manuals. It has been a process which he has implemented bit by bit, so as to not overwhelm anyone. “We’re taking bites instead of eating the entire sandwich all at once,” said Clark. “I love coming in now more than ever before. People are doing what they excel at, which is fun for everyone.”


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