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SUCCESSION PLANNING
It’s important to think about good
communication, educational opportunities
for up-and-coming family members and
who fits best in each area of the business.
These responsibilities may present chal-
lenges at times, but Star Lumber, a fourth-
generation family business headquartered in
Wichita, Kansas, has taken several measures
to ensure the company is in the best position
it can be as it looks toward the future.
Currently leading the business are
Patrick Goebel, who serves as president
and COO, and his cousin, Chris Goebel,
CEO and chairman.
“I’m responsible for all operations,
and doing it this way allows Chris
to keep a pulse on what’s going on,
while giving me both freedom and
responsibility,” Patrick Goebel says.
“In many ways, we are co-leaders.
“I think it’s good for everyone to have
a boss and to have the accountability that
comes with it,” he says.
Another key to the company’s success
is its relationship with Blish-Mize,
another family company that has been in
business for many years.
Star Lumber celebrated its 75th
anniversary in 2014, while Blish-Mize
is celebrating its 145th anniversary
this year.
“I can tell you there’s a visible difference
between Blish-Mize and other distributor
options that are not family businesses,”
Goebel says. “The fact that Blish-Mize has
been a successful family business for as
long as they have is inspiring.
“I think the Blish-Mize team acts
differently because of that—their
family commitment shows in the
success of their business and the success
of other Blish-Mize customers,” he
says. “It sets Blish-Mize apart from
the rest.”
Something for Everyone
One of the first steps to successfully
planning for the future is finding the
Looking to the Future
Blish-Mize Helps Star Lumber Plan for the Next Generation
O
ne of the biggest
challenges of
working in a family
business
is ensuring a
proper succession plan is
in place for when the next
generation takes over.
Jeff Goebel attended NRHA’s Retail Management Certification Program, where he participated
in leadership and management classes and completed a Business Improvement Project.
“I think the Blish-Mize team
acts differently because
of that—their family
commitment shows in the
success of their business
and the success of other
Blish-Mize customers.
It sets Blish-Mize apart
from the rest.”
—Patrick Goebel,
president and COO
38
Fall 2016 •
Hardlines
Strategies