CLIENT SPOTLIGHT: University of Richmond

OUR CLIENT: One of our new University of Richmond clients described the Business Affairs Division as “the spine of the university.” With almost 500 employees, the division’s staff is the largest and most diverse group of employees at the university. And those employees literally keep the lights on, the students fed, and the campus safe. From dining services to custodial services, groundskeeping to landscaping, maintenance to finance, this large team really does touch every aspect of campus life.

THE WORK: The division is on a mission to redefine its Mission, Vision and Values with an emphasis on inclusion and belonging – creating a work environment where employees feel seen, heard and valued every day. Ebony,John, Julia and our intern, Kayla, are working to engage almost 500 employees – a quarter of the university’s workforce – in a series of small group dialogues to gather input about the division’s culture (and microcultures). As we move into the fall, we’ll work with representative groups of employees to prioritize key aspects of their desired culture, and develop the language, expectations and process recommendations to give it shape.

THE CENTER OF GRAVITY: Amplifying the perspective of all Business Affairs employees – through focus groups, surveys, team discussions, and a campuswide charrette – will anchor the process in an equitable and inclusive way. The opportunity to listen to 500 people over the summer, and to weave their unique perspectives together in way that respects individual voices; the division’s many different work groups and commitment to equity, inclusion and belonging; and the university’s values.

Letter From John: The Power of Nonprofits

A few months after I started Floricane, I formed a small advisory council to help me make good business decisions and bolster my mercurial self-confidence.

At the time, we were midway through the Great Recession (circa 2009) and the bulk of Floricane’s clients –- The James House, the Valentine, the Virginia Society of CPAs, Richmond Region Tourism, Leadership Metro Richmond –- were nonprofit and community centered organizations.

Early in one of our first sessions, someone questioned the wisdom of focusing Floricane’s time and energy in the nonprofit sector. Surely, the argument went, there’s not a lot of money to be made supporting nonprofits.

My friend Stephanie stepped to the plate and quickly made three succinct points: 1) There is plenty of money in the nonprofit sector. 2) Supporting Richmond’s nonprofits is good, meaningful work. 3) John (that’s me) has a lot of passion for nonprofits and community organizations.

Fast forward almost 15 years. The passion hasn't faded, and the sector has grown. While the nonprofit sector may have been somewhat invisible to most folks way back in 2008, a recent article in the Washington Post reports that nonprofits have never been a bigger part of the U.S. economy.

"Over the past 15 years, nonprofit employment has grown 33 percent, dwarfing the 9 percent job growth enjoyed by the for-profit private sector over that time. Nonprofits have passed local government to become the second-largest source of employment in the country, behind the for-profit sector."

In fact, nonprofits have grown far faster than any other segment of the economy. Almost 40,000 people in Richmond, Henrico and Chesterfield are employed by nonprofits. (That number swells above 100,000 people when I glance at Floricane’s primary service area of Central Virginia and the Virginia Peninsula.)

As the nonprofit sector has grown as an employer, it has also grown as an influencer. One example: There are 11 nonprofits and foundations represented on the Chamber RVA Board.

And the increased attention to, commitment to, and investment in organizations centered around issues of equity and inclusion, and social good, continues to influence the ways in which the for-profit sector thinks about its role in the community.

One of the most meaningful decisions I made early on was to maintain Floricane’s consulting focus on the nonprofit sector. Today, nonprofit and community organizations are about 40% of Floricane’s core focus – balanced by a surprisingly equal balance of business, government and educational clients.

More important – to me, and our team – is the fact that most of our work (regardless of sector) is geared toward helping individuals, teams and organizations do more good for the people and communities they serve.

-       John

P.S. Belated thanks to Donald Jones, Joe Ruiz, Stephanie Kirksey, Greg Moyer, and Nikole Sarvay for leaning into that frenetic first year – and all the support since. And special thanks to Tom Herr, Floricane’s former accountant. Tom died late in 2018, and took his good business sense and a sense of humor with him.

Our newest intern is getting an immersion in strategy and culture

We've had almost two dozen interns spend time with us at Floricane over the years. Many of them come to us by way of Randolph-Macon College's psychology department. But sometimes our best interns just come out of nowhere. Kayla Maxey, a rising senior at Boston University, knocked at our door at just the right moment this spring. She's spending the summer interviewing our past strategic planning clients, and supporting our organizational culture work with the University of Richmond.

Can you share a bit about yourself — your life in Richmond, and your journey to Boston University?

I was born and raised in the Richmond area and attended high school at Patrick Henry in Ashland. I grew up an avid swimmer, so a good chunk of my time growing up was spent in pools around the Richmond area. I continued the sport competitively throughout middle and high school, and was our Varsity captain my junior and senior year. In addition to swimming, I was also involved in a number of extracurriculars including DECA, Key Club, and even our cheese club. Though participating in DECA and competing at their conferences is really what made me realize I wanted to pursue a major in business.

As much as I loved Richmond, I was ready and eager to try out somewhere new for college. I was drawn to Boston University for a number of reasons. For one, I knew for sure that I wanted to be in a big city for college. They also had the academic reputation and proximity to opportunities that I was looking for in a school and the rest is history. Currently, I’m a rising senior studying business administration with concentrations in strategy and operations and supply chain management. At school I’m involved in the BU Consulting Group, where I have been able to prepare and develop skills needed to be successful in the field of consulting. I am also on our club snowboarding team, which is what you’ll probably find me doing most weekends during the season. As different as it is from Richmond, it’s been a really good experience and I've grown quite fond of the city, its New England architecture, and its seemingly endless amount of college students. 

Why Floricane? What did you decide to intern at Floricane initially, and what have you experienced in your first four weeks that validated your decision?

What initially drew me to Floricane was a connection with their values and approach to consulting. It seemed to me that they held a stakeholder view that focused on bringing everyone’s voices together to create organizational change. As someone who feels strongly about the importance of listening to stakeholders, that view really resonated with me. That focus on people and building strong relationships really emanates from Floricane and it’s something that I've heard across the board in my conversations with past clients. 

I’ve seen that there’s a high level of trust between Floricane and its clients and I think that speaks to their emphasis on building relationships, as well as allowing them to be able to engage people in an authentic way. Change is hard, and organizational change is no different, and it really takes the people in an organization to care about those changes to make a plan successful. Bringing that diversity of voices to the table allows employees to see themselves and their experiences reflected in the strategy of an organization, instead of a siloed process that ignores the full scope of an organization's work. Creating that sense of ownership of the strategy is really important, since at the end of the day those are the same people responsible for carrying out that plan, and I think Floricane does a great job of creating that in its strategic planning.

You’re working at Floricane for 10 weeks this summer. Can you briefly describe the main areas of work or projects that are consuming your time and energy?

One of the projects that has been taking up most of my time this first half of summer is a review of Floricane’s strategic planning process. I’ve been speaking with past clients about their experience with the company and using that feedback to develop some insights around the strategic planning process. With the interviews I’ve had so far, I’ve been able to synthesize those ideas to come up with some high-level takeaways to enhance Floricane’s strategic planning process and understand how they can leverage what differentiates them as a consulting firm. At the end of the summer, I’ll be translating this into a presentation that will be part of an event hosted by Floricane. The other project I’ll be working on this summer is for the University of Richmond’s Business Affairs, where I’ll be helping out in the facilitation of employee conversations. I’m looking forward to that project ramping up and to learning from those conversations. 

Absolute favorite class you’ve taken at Boston University?

My favorite class I’ve taken at Boston University has been Sustainable Energy, which I took this past semester. It was a really interesting look at the history and progression of energy systems, with a focus on renewable energy. One of the things I really enjoyed about the class was that it was taught from the intersectional lens of science, economics, and social and political. Since energy touches all parts of our lives, it was really helpful to contextualize it in that way to see how those different aspects play a role in both the history and future of energy. It was a class that felt very relevant and I walked away from it feeling like I had learned a lot.

Why in the world do you think you want to work in consulting? What resonates with you about consulting work?

It sounds a bit cliche, but I’m drawn to the problem-solving aspect of consulting. I enjoy being challenged to think outside of the box and consulting exposes me to a wide range of problems that require innovative solutions. Like I mentioned before, competing through DECA is what initially inspired me to consider a career in business. In hindsight, the competitions operated much like a case interview for consulting does, and it’s that same sense of working through challenges to solve a problem that still draws me to it. I also appreciate the fact that each client engagement presents a unique set of issues, whether it's streamlining operations, optimizing strategies, or addressing organizational challenges. The dynamic nature of consulting and the diversity of work is something that excites me with its learning opportunities along the way. 

You’ve been talking to some of Floricane’s clients this summer. What are three words they’ve used to describe Floricane that feel really on-target to you? Can you give an example, or a brief story, that illuminates or provides some context for one of those words?

The three words that come to mind for me are personable, inclusive, and storytellers. The process by which Floricane goes about strategic planning really speaks to each of those words. A recurring idea that was expressed to me was Floricane’s ability to engage various stakeholders in each company in a way that was inclusive and reflective of all areas of the organization. In a lot of cases this input was important in discovering and understanding strategic priorities that might not have even been on the radar before that discussion. That’s where I feel the “storyteller” description really comes into play, in how they’re able to take this amalgamation of ideas and weave them into a story that guides the strategy for each organization. 

What are you most excited about for your fall semester in Denmark?

I’m really looking forward to immersing myself in a new culture and getting to know Copenhagen. I’d consider myself quite the foodie so I’m also eager to explore the food offerings in what I've heard is quite a culinary city. Though, as excited as I am to explore Copenhagen, I’m probably most excited about the opportunity to travel around Europe while I’m there. There’s so many places that I’d like to make it to, and my goal is to see how much of that list I can get to. Coincidentally, my best friend is studying abroad in Rome at the same time as I will be, which is already my excuse to visit Italy while I’m there. 

I’m also quite excited to be attending Copenhagen Business School while I’m there. I'm particularly looking forward to my corporate sustainability classes, which is what initially drew me to Copenhagen in the first place. Denmark's strong commitment to sustainability and innovation is something that really inspires me. The country is a global leader in renewable energy, urban planning, and environmental initiatives. I'm eager to witness firsthand how Denmark incorporates sustainability into its daily life, and I hope to gain some valuable insights to bring back home with me.

What are you going to do next May when you graduate!?

Ideally by May of next year I will have a job offer that’s in the field of consulting and will be preparing to start that next chapter of my life. I’m both excited and nervous to look further into those opportunities, but am certainly looking forward to whatever the future holds for me. I also think it might be nice to do a little bit of traveling before I dive into the next phase of my career, so that’s definitely a possibility too.

Gelati Celesti Ice Cream

new client

Supporting a Fast Growing Team of Managers

We’re excited to re-engage with the team at Gelati Celesti Ice Cream, arguably Virginia’s favorite ice cream shop with locations throughout Central Virginia and Hampton Roads.

This spring, as the management team gears up for warmer weather and some relief from COVID-19, we’ll be providing ongoing coaching support for store and regional managers. The primary goal is simple: Provide managers and supervisors with a coaching resource to help them bring their “best game” to their important mission — providing a few moments of pure joy to each customer.

Latinos in Virginia Center

new client

Strengthening a Growing Team with the Latinos in Virginia Center

In March, we'll be diving into a robust team strengthening program with the Latinos in Virginia Empowerment Center (LIVE Center), which supports Spanish-speaking individuals impacted by violence and injustice in Virginia.

The young organization has grown during the pandemic, and many team members have only connected virtually. While this won't change, the team will be carving out intentional time -- four two-hour workshops planned over eight weeks -- to orient around the LIVE Center's Mission and Vision, explore team dynamics and opportunities for increased effectiveness, and develop a Team Charter to better guide their virtual work together.

Serena Fulton will be leading the engagement with the LIVE Center team, using Insights® Discovery as a platform on which to build individual and team awareness. She'll also be relying heavily on the individual passions of each team member, and their own stories about the work of the LIVE Center.

Williamsburg Buddhist Sangha

new client

Exploring the Noble Eightfold Strategic Plan with the Williamsburg Buddhist Sangha

It's hard to believe it's been two years since we met with the nascent board of the fledgling Williamsburg Buddhist Sangha for a strategic retreat. A gentle snow was falling as we convened on the bank of the James River for two days.

We're excited to bring the band back together this winter for a completely different glimpse into the Sangha's future. It looks like we may well have snow again, but our backdrop will be different -- the living rooms and offices of a dozen board members and Sangha instructors seen through a Zoom screen.

A lot has changed in two years, and not just because of the pandemic. The Sangha's community has grown and expanded, and the experiences they've been able to offer their growing community has increased as well. Together, we'll cast a eye toward the future, and walk a strategic planning version of the Noble Eightfold Path to uncover the next steps along the path.

Letter from John (February 2021 Newsletter)

Hello John,

My kindergartener was almost brought to tears last week when the groundhog saw his shadow. He recovered over the weekend when I dragged him and his sister out for the perfect morning of sledding at Bryan Park -- an hour of falling snow, and not a single other sledder on the slope with them. There's a pinky promise floating around the house involving walking around Bellevue in the dark, listening to the ice crack on tree branches (if the weather forecast holds).

My kids feel a little frayed around the edges one year into Covid. I don't think they're alone.

I wasn't joking during Floricane's first team meeting of 2021 when I said it was the 370th day of 2020. I was beginning to doubt we'd ever reach escape velocity on the year. By my watch, last year ended just 10 days ago -- February is the official first month of this new year.

Our team has noticed a shift in recent weeks. It's a little like the moment in a long train journey where you start to notice your fellow passengers preparing for what's next. Everyone is checking their phone, organizing their belongings in their laps, glancing out the window with a new intensity. People are tired from the trip, a little worn around the edges, but they're energized by the prospect of reaching a destination.

Floricane's client conversations feel like we're getting closer to the station. The tone is lighter, and the focus is on possibility. More organizations are centering their focus on the future. More people are sifting through last year, curious if there are lessons worth carrying into 2021. There is a real focus on strengthening (or building, or repairing) relationships within teams.

Here's hoping that stepping off the train onto the platform will mark the next stage of a journey.

I told someone last weekend that when I travel overseas I try to spend a third of my time just wandering the streets, a third doing traditional tourist things, and a third being present with other human beings over coffee, a meal, a concert. In work terms, I'd characterize this as exploring and being curious, working the plan, and building meaningful relationships.

My next overseas trip isn't likely to happen before 2022 -- I have five scheduled in my mind -- but I'm already thinking about ways to bring that traveler's mindset to my own team, and to my new client engagements.

And at home? That spontaneous sledding run was just the first of many adventures we'll have this year.

-- John

P.S. Speaking of the New Year, the Year of the Ox begins on Friday with the Chinese New Year. The Ox points to hard work and strength, to honesty and dependability, and to perseverance. (Strangely, it is the Year of the Metal Ox. Metal is associated with the lungs, nose and respiratory system.)

Kathy Greenier's New Adventure (January 2021 Newsletter)

Kathy Greenier’s New Adventure

We dug deep into the Floricane Photo Archives to find our very first team photo featuring Kathy Greenier -- and Julie, and Lesley, and Debra, and John! (Get a glimpse into who Kathy was way back in 2015 here.) Unfortunately, our last "team photo" of Kathy looked more like Hollywood Squares thanks to unfortunate marriage of Covid and Zoom.

Last week, we said goodbye to Kathy, who worked as a consultant and practice manager for Floricane for the past five years. Late last fall, she somehow backed her way into the dream job she didn't know she was looking for -- on January 18, she joins the University of Richmond School of Law as Director of Career Development for Emerging Careers.

We're going to miss her!

John met Kathy late in the summer of 2015 when she attended Floricane's fledgling Manager Development Program. (Thanks for sending her, Claire!) As the program wrapped up, John mentioned that Floricane was looking for a new consultant focused on Insights®. A month later, Kathy was our new consultant focused on Insights®.

Thank goodness for Insights®! Our favorite self-awareness tool gave Kathy and the rest of our team the language we needed when her Blue/Yellow creative style collided with John's Green/Red creative style. It wasn't all collision, though! Far from it. Kathy's approach to work was flexible, and often paired well with our team -- creating space for good collaborative work, and creating space for other voices. Her strong orientation to building lasting business solutions for Floricane, and our clients, is a key part of her legacy.

If you worked with Kathy over the years, you've probably been inspired by her commitment and professionalism, her care for individuals and teams, and her integrity. As might be expected, the triple pandemics of 2020 created moments where Kathy's best self helped Floricane adapt to Covid and its economic fallout. We're fortunate in so many ways to have had her creativity, personality, and talent in our corner for so long.

And we're going to miss her, even though she's only one Zoom meeting away.