President’s Day | The Barefoot Spirit

How the Irish Got Barefoot

Michael Houlihan & Bonnie Harvey — Sat, 22 Mar 2014 14:53:28 +0000

Over one hundred years ago Michael’s grandfather, John Francis Houlihan, left his hometown of Limerick, Ireland, heading for the port city of Cork where he boarded a cattle steamer bound for America. The only passage he could afford was above deck, so in order to stay warm he had to huddle near the smokestack. It was there that he met and fell in love with Nelly Donohue from Donegal. When they finally arrived at Ellis Island they were incarcerated by United States Customs in separate dormitories, where they remained until they could document gainful employment for themselves inside the United States.

John Francis, being a horseman by trade, was able to secure a job cleaning the recently constructed Sutro Stables in San Francisco, California. That’s where the newly created San Francisco Police Department, which replaced the Vigilante Committee, kept their horses and those of the mayor and other public officials. Then, after two more months of correspondence he was finally able to secure a job for Nelly as a washerwoman and cook in a rooming house on Fell Street in San Francisco across from acres of sand dunes that would later become Golden Gate Park.

Nelly and John were married in the 1890s shortly after they moved to San Francisco. They both worked very hard to save enough to make a down payment on a flat in the then Irish ghetto of San Francisco known as the Mission District. Nelly did laundry and John was promoted from cleaning stables to Head Stable Keeper. In 1906 a terrific earthquake hit San Francisco and broke the underground gas mains, causing many huge fires, including one that destroyed Sutro Stables. John Francis, being a resourceful Irishman, only had time to save a few horses from the flames, so he chose to save the mayor’s prized Percherons. The mayor was so grateful that he asked John what he could do to show his appreciation, to which he replied, “I want to be the police officer who walks the beat in my own neighborhood,” and that’s what he did until he retired in 1941. During those years he watched the ghetto change, from Irish who had lifted themselves up by their own bootstraps into civil service jobs, to Italians who were refugees from WWI.

John Francis knew everyone in the Mission, so when Prohibition came to America, John was quick to make peace with the Italian families who brought their family tradition of winemaking with them from the Old Country. He saw the Great Depression and both world wars. He spoke with a thick brogue ‘til the day he died at the ripe old age of 98, surrounded by his wife Nelly, his only son John Charles and his four grandchildren, John, Michael, Mary Ellen, and William.

John Francis and Nelly used their savings to give their only child, John Charles, the best education possible. He graduated from the University of San Francisco School of Law and married Emily L’Heureux, third generation Californian. John Charles went on to have a brilliant legal career and was instrumental in the development of containerized shipping. He helped build the Port of Oakland, which was one of the first container ports in the world. Shipping containers revolutionized world commerce by cutting losses and insurance costs to a fraction of what they had been when cargo was loaded and unloaded by hand. They go from factory, to truck, to ship, to rail, sealed and safe. John Charles traveled throughout the world promoting the idea of containerized shipping ports, and today these containers are a part of our lives.

One of John Charles’ sons, Michael, got into the wine business with Bonnie Harvey in 1986. They were put off by the snobbery and the pretension of the wine business and wanted to create a product that had a more friendly and approachable image. They named their winery “Barefoot Cellars” in memory of the way grapes were originally crushed, barefoot, by those Italian families in their bathtubs in the Mission District. Plus, in California, being barefoot was a sign of fun and freedom. It meant you had the day off, the weather was fine, and you were relaxed and happy at the beach, enjoying life. Barefoot Wines became very popular in California especially with the young at heart.

By 2005, Barefoot Wines were being sold across the U.S. and in 28 foreign countries. When the wines finally made it to Ireland, they came in through the same port Michael’s grandfather left as a young man, and in the same shipping containers Michael’s father, John Charles, helped to promote.

… And That’s How the Irish Got Barefoot! Cheers!

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Communicate the Reasons not just the Processes

Michael Houlihan & Bonnie Harvey — Sat, 15 Feb 2014 17:00:31 +0000

As we celebrate Presidents’ Day, we honor our country’s two greatest leaders, George Washington who had to form a union, and Abraham Lincoln who had to hold it together. Both succeeded because they educated the people about the reasons for action. They both had to sell their cause.

The takeaway for leaders, whether they are politicians, managers, or business owners, is simple. To truly engage your people, educate them beyond what you want them to do and how you want them to do it. Give them appreciation for why you want them to perform in a certain way.

When we were building the Barefoot Wine brand, we found that our people were more engaged when they knew why they were doing a specific job, not just how to do it. We would explain our company’s mission statement, and how each staff member’s performance was essential to achieve the goals of the company.

We would invest hours with our new people explaining the cause and effect that connected their job to the customers’ purchasing decision. We would give them a “money map” showing them how the customers’ money went to buy our product, how it traveled through the retail and distribution companies we dealt with, and eventually ended up in their paycheck. We would detail the reasons why their job directly affected the provision of goods and services necessary for the customer to make a purchase. We would give them the reasons why every team member in our company had to perform excellently to keep our customers coming back. We explained each business associate’s loyalty requirements, from distributers to retailers, from store clerks to consumers, and how our people satisfied all of them.

Some said that kind of training was a waste of time, that new people don’t need that level of detail. They argue that the sooner the new hire starts producing, the better. The problem with this kind of thinking is that it assumes that the processes are already the best they can possibly be, and that there can be no further improvements in customer service or efficiency. It also assumes that expensive mistakes won’t happen due to misconceptions about purpose.

We found, however, that people tend to “make up” reasons when they don’t know the real ones. If they didn’t get it, we would go over it again – and again. When they asked a seemingly simply question about their job, we would listen closely for any misconceptions they held. We wouldn’t just give them the answer so they could thoughtlessly “cut and paste” to quickly get on with their job. We would take the time to sit them down and start from the beginning about the reasons until they connected the dots.

The time we invested in this type of education really paid off. We often heard, “Well, if that’s what we are trying to do, then why don’t we …” and they would streamline our procedures or make them more effective. Sometimes they would even come up with completely new ways of doing things.

Presidents and leaders at every level are only as successful as their ability to engage their people. If your people truly understand why they are being asked to perform, you’ll drastically reduce costly misconceptions and you’ll achieve your company’s goals in surprisingly more efficient ways. Your people will be happier and more engaged because they understand why their performance is essential to the company’s success and that their teammates are relying on them.

Productive people start with good leaders. Happy Presidents’ Day everybody!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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