In 1985 we began working together, doing the research required to start our new business, Barefoot Cellars.

Couples love being in love! And business partners rely on the expertise of their partners! But, can these two ideal relationships be simultaneously successful with the same couple?

Folks ask us this question all the time: How do you make it work? Our first response is, “Kids, don’t try this at home!” For most couples, it generally doesn’t work well at all. But for those rare couples who successfully have both a romantic relationship as well as a business relationship, it is glorious!

We can’t accurately predict which couples will succeed at both, nor can we say exactly what they should do to keep both relationships healthy. But we will share with you what we did and didn’t do that worked for us.

First of all, we had respect for each other’s intelligence and motives. That enabled us to appreciate the other’s opinions and suggestions without wondering if they were self-serving. We were both headed toward the same goals, although on different tracks. That difference of opinion was welcomed! Two heads are better than one, they say.

Fortunately for us, we had different skill sets. Michael was good at seeing the big picture. Bonnie was keen on the details. Michael could talk easily with all sorts of people and boldly spoke in front of large crowds of salespeople. Bonnie worked well on a one-to-one basis with attorneys and accountants. She scheduled the bottlings, ordered all the necessary supplies, and oversaw the production at the winery. He made friends with everyone who touched our product along the way to (and including) the end user. She bottled it and he sold it.

Well, it wasn’t quite as easy as that, but by dividing up the responsibilities required and matching them with our natural talents, there was less disagreement. We weren’t looking over each other’s shoulders to make sure things were exactly this way or that. We agreed to allow decisions to be made by the other without interference.

The major goals were set by both of us. We preferred to go to a retreat, so we would not be interrupted during this essential planning phase. It wasn’t always possible. However, two of our favorite retreats were the island of Kauai and the historic Ben Bow Inn in Northern California. By removing ourselves from the day-to-day challenges, we could set our sights on the bigger picture – how to get from where we were to where we wanted to be.

These retreats were not only for business but for our personal goal setting as well. We keep “Goal Books” that go back to 1996! They include subjects such as home, social, spiritual, and health, as well as financial and business. These retreats always brought us closer together both romantically and professionally. We would plan them many months in advance, and get non-refundable tickets so we would not be tempted to cancel due to the “too-much-going-on-to-leave” syndrome.

We have identified many more ways of living happily as a romantic couple in business together, and we are planning a retreat for such couples at our home in west Sonoma County. Let us know if you are interested in joining us. It will be eye-opening! You will leave with a better understanding of just what it takes to keep your mate as the love of your life as well as your business partner. We know. We’ve been there, done that, and MADE the t-shirt! And best of all, we are still madly in love.

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.

The post Happy 34th Anniversary to M&B! appeared first on The Barefoot Spirit.

The problem is that nothing remains the same for very long. Constant operational changes and market pressures can make even new job descriptions obsolete within months. Job descriptions should be seen as living documents that require frequent updating.

Particularly in start-ups where duties and responsibilities are evolving, job descriptions should not be taken too literally. Entire functions can suddenly shift or be outsourced, leaving your staff questioning what they are supposed to do. Here are some principles about job descriptions we have found helpful:

• Hire the person, not the job. The job you hired them for may not be the job in which they excel. The person may be worth keeping even if they are not performing well in their original job. If they demonstrate the ethics and quick learning abilities you seek, they will apply those attributes no matter what they are doing. You may soon discover they are better suited for some other job.

• Cover all the bases (but not necessarily by the same person). When you organize your business, don’t forget to take a micro view of each job description. Your goal is to cover all the bases with the people who are best suited to handle those components. By identifying the components independent of the job descriptions, you become more flexible and have the luxury of building the job for the person instead of the other way around.

• Define the job in customer service terms. Every job description should begin with a preamble that states what your company produces and how this particular job helps make that happen. Make sure everyone gets a flow chart that shows how their paycheck, bonus and benefits get from your customer to them. Identify the performance gauging metrics for each job. Develop pay for performance compensation systems based on your company’s sales.

• Reorganize often. Every time someone leaves your company, you have an opportunity to reshuffle the deck. Match your people’s personal skills with the various tasks in your company. Ask each member of your staff if they are happy with the assorted components of their jobs. Put the components of the job just vacated up for discussion. You may be surprised at the horse-trading that takes place! The job opening you end up with may look quite different from the one that was just vacated.

• Let your people write their own job descriptions. Every year have your people update their job descriptions with what they are really doing now. This will help with training in the future and send your people a message that you value them and their approach to the job more than a static description that may be obsolete. Give your staff a chance to discover more efficient ways to perform or communicate. They will take ownership of the performance metrics if they have a voice in their creation and refinement.

Keep your company up to date. Engage your people in the process of creating and updating their own job descriptions. Allow them to show you where they excel. Make the job description a current, living snapshot, and not a stale, portrait, wall hanging.

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.

The post Job Descriptions – A Portrait or Snapshot appeared first on The Barefoot Spirit.