I took this picture of Tinhorn Creek employees on Monday, September 11, 2017 at 9:00AM. It was the hardest and the greatest picture I have ever taken. The shutter clicked just before I shared the news with them that Andrew Peller Limited had purchased the winery. I share it today with you because it has come to embody everything that is at the centre of Tinhorn Creek and Miradoro as well. Yes we grow great grapes on great land, make exceptional premium wines, host concerts and events, offer an exceptional dining experience and sell our wine in fine retail outlets and restaurants. But found in this picture is why the grapes are great, why the wines have a sense of place, why the bills get paid on time, how the visitors are welcomed, how the cases sell out year after year, and how the food is prepared with love. THIS is Tinhorn Creek. It was Tinhorn Creek when I took the picture and it is still Tinhorn Creek today.
Andrew Peller has taken on big things when it purchased Tinhorn Creek. Their leadership has conveyed to me that they will keep the culture we have built, its sense of place, what makes it unique, its innovation and fierce independence and above all complete flexibility during the transition. I know Andrew Peller will do these things because these are the qualities that attracted them to us in the first place. Tinhorn Creek can do nothing but continue to be those things because they are inherent in its DNA. These qualities are inherent in Tinhorn Creek’s DNA because they are inherent in every single employee that works there.
Every single employee.
I would suggest Andrew Peller purchased Tinhorn Creek and Miradoro for one more quality that is elusive but gets to the core of who every person is in the picture. A collective sense of Empathy. Empathy for coworkers, for customers and community. It is a shared sense of Empathy that has blossomed at Tinhorn Creek over these past 23 years. The people of Tinhorn Creek will help show Andrew Peller their unique brand of Empathy. I know they will because they are all exceptional mentors in this field and their Empathy is infectious.
Having spent the last 31 waking hours since the announcement meeting with 31 employees, I can say that Tinhorn Creek and Miradoro have a large number of Kind and Gentle Souls on staff. In fact there are a disproportionate number of Kind and Gentle Souls on this hill. Compassion for their coworkers comes before wine or food because they know that anyone can go to a job every day but some get to go to a place that they love and are loved in return. This has instilled a great sense of pride and ownership. Person after person has sat down with me since Monday and intimated that they feel like THEY own Tinhorn Creek.
Andrew Peller must be prepared to share their new ownership with those who feel it is already theirs—the employees.
In the end what are people really remembered for? Winemakers are never memorialized for that one stellar wine they made. Viticulturalists never for that time they averted frost. CEOs never for that big sale or acquisition. We are remembered for the way we treated one another. How we empathize with one another, or tell a humorous joke that breaks the tension or give an extra long hug at the end of a very long day. The PEOPLE of Tinhorn Creek and Miradoro don’t just work there, they ARE Tinhorn Creek and Miradoro and they cannot be any other way. That is why this company was so attractive to Andrew Peller. That is why these people now need to get on with what they were hired to do. Grow great grapes. Make exceptional wines. Treat visitors like they’ve walked into their home. Welcome diners with a warm smile and an unparalleled food experience. Treat suppliers with respect. Hand-sell each case in the marketplace with care and dedication–whether it’s by a Tinhorn Creek employee or by one of our amazing, dedicated partners at Trialto. Get on with being Tinhorn Creek and Miradoro.
When you fall in love with a company, the way Kenn and I did many years ago, you can only pass that baton on to someone else when you know that they will sustain what you built, care for the resources you have amassed and then take those resources–people being top on the list–and grow from there to reach even bigger and better heights. With a foundation like Tinhorn Creek, Andrew Peller cannot do anything but soar. From vineyard to cellar to hospitality to administration to sales and marketing, every last person has told me they are dedicated to seeing Tinhorn Creek and Andrew Peller thrive because they are so heavily invested in the culture we have built and don’t want to lose this collective sense of Empathy. Remember, these are Kind and Gentle Souls.
Two Scraps of Paper
I kept two scraps of paper near my desk for the last seven years as Tinhorn Creek’s CEO. One was a long acronym written on paper and stuck to the base of my computer monitor—like some kind of daily devotional mantra it reads:
(How Can I Help TCV Employees Do Their Job Better?)
It was there to remind me each time I turned on my computer and throughout the day that my role as CEO was to support them. Not for them to support me. Less leading, more assisting. The mantra also emphasizes how each employee does THEIR job. It was not my role to micromanage them but to give them the right tools, and enough encouragement so they could excel. In the end they take responsibility for what they do, they grow and evolve into new roles, they cross-train in other’s areas and they drive Tinhorn Creek to success. I was good at mentoring, but they were much better at learning and executing and what more could a CEO ask for?
This is why I am positive that the arrangement we have made with Andrew Peller for transition will end in success for everyone. I will no longer be working at Tinhorn Creek by the time this post goes out. My husband will be advising Andrew Peller for one year to ensure a smooth transition and to ensure that what we have built, and what they have purchased, is sustained into the future. If I did not feel that employees could already run their jobs with commitment and autonomy it would be very hard to leave.
Of course I am sad but I am also filled with an overwhelming sense of accomplishment that I can hand over this company with a high-functioning and caring team to a Canadian company that will go to great places with them. If the winery wants to keep my legacy going forward then maybe each employee who reads this can put HCIHTCVEDTJB? on some prominent place that they look at each day. That would warm my heart immensely.
The second scrap of paper came from my daughter in 2011, who was then six years old. I was new in my CEO role and still the Winemaker so I was abnormally busy. One afternoon she was in my office and frustrated because I had promised I would do something with her but instead I kept yapping on the phone and putting her off. Visibly frustrated, she grabbed a scrap of paper and a black Sharpie pen. After she carefully drew something she put it on my desk and waited for me to respond. It was this:
After years of desperately wanting a child, there she was–right in front of me telling me to go home and spend more time with her. I later taped the paper to my desk, where only I could see it, in the hopes that it would remind me of what is really important in life. It worked. Many, many days since then I have glanced down at that drawing, turned off my computer and gone home. The problem, paperwork, calculation, phone call, repair job etc. would still be there waiting for me tomorrow. That piece of paper also taught me that each of our employees needed the exact same work-life balance and so it was always visible to me during conversations with them.
But the last couple of weeks when I have looked down on it, this scrap of paper has taken on a different meaning. Home for me now is wherever my husband and daughter are. I want and need to claim back some time with them that I feel I’ve earned. If you are a loyal Tinhorn Creek customer who is expecting me to be there when you come to visit, attend an event or be the “face” of Tinhorn–you need to give me permission to go home now. Tinhorn Creek, as already said, is still Tinhorn Creek because all the people who made it that way are still there—but I want to go home now.
This post would not be complete if I failed to mention what the future holds for me. Here is a list of what is NOT in my near, distant or far off future:
2) Own another winery
The comments on social media that I will be missed are not necessary because I am not going anywhere. In fact, if you thought I tweeted a lot before… (!) In the next year I will probably figure out what I want to be when I grow up, but here is a list of what I KNOW it will involve:
1) Champion BC and Canadian wines because why would I stop doing that now?
2) Shake things up. Not for the sake of shaking things up but because they truly need to be
3) Kick some ass. See Point 2 above
Yes, I will still host #BCWineChat every Wednesday at 8pm on twitter (but will not do so again until October 11 as I will be on vacation between now and then). Yes, I will still chair the BCWGC Health and Safety Committee, still take part in the industry-changing initiatives driven by UBC-Kedge, still sit on the advisory panel for the CEO Safety Charter through the Manufacturing Safety Alliance of BC, still be an advisory panel of the Community Foundation of the South Okanagan and it is my hope to still remain on the board of the Tourism Industry Association of BC.
You may even spot me volunteering at some of my favourite wineries around British Columbia this year. I love them because I understand them and they have always been a big reason why I am a proud Canadian and why I love this place.
It’s not about the grapes, it’s about the people and until this industry gets that into its collective head its going to be a long, hard journey.
In summary, what are I going to be doing now? I will still live vicariously through me.