Comfort Zone Conundrum

As I prepared to graduate from Ohio State and leave the insulation of academia, I had a pivotal decision to make. I could go home to the family business or step into an unknown and perhaps more rewarding future.

I didn’t pursue jobs outside the family business, but the Oscar Mayer company recruited me. They offered a robust leadership development program, which got my attention.  

My first interview was with Pat Richter, football All-American at Wisconsin, first-round pick of the Washington Redskins in 1963 NFL draft, and Oscar Mayer’s VP of Human Resources. It went well, and Pat invited me to a second round of interviews at headquarters in Madison, Wisconsin. Their leadership team exuded a level of professionalism I hadn’t seen. Their leadership development program was far beyond anything offered by The Andersons. It was a no-bullshit environment.

I was stretched by my full day of on-site interviews. My session with their chief operating officer stood out. He asked me what kind of money I wanted to be making after three years. I threw out what I thought was an aggressive but realistic number. He shook his head, “Your sights aren’t nearly high enough. We’re looking for candidates who want to stretch themselves and stretch us.” 

“One voice shouted, ‘You were born for this – step up and stake your claim!” Another countered, ‘You’re a fraud! You may have done great in school, but you’ll never be able to compete here! Just get on the plane and go home to daddy.’”   

It was quite a day. I was excited with the prospect of contributing to their success. But I was cramping up with fear and visions of failure. One voice shouted, “You were born for this – step up and stake your claim!” Another countered, “You’re a fraud! This company is so far beyond anything you’ve ever seen or experienced. You may have done great in school, but you’ll never be able to compete here! Just get on the plane and go home to daddy.” 

So, there I was. The Andersons or Oscar Mayer? 

• Oscar Mayer offered the chance to work with peers whose background matched mine and the chance to learn a ton at a blistering pace. They’d stretch my beliefs about what was possible. Their problems were unknown.
• Andersons was in transition. Dad needed trusted problem solvers. The challenges were significant, but largely known. I assumed he wouldn’t have any trouble plopping me into an “opportunity.” 

Which voice would I listen to?

Pat said I was exactly what they were looking for. His only caution was I’d return home after they’d invested in me. He asked me to respond. I answered, “Yours is a fair concern – and honestly, I can’t give you a 100% guarantee.” And that was it. 

I told myself I was a noble truth-teller, but I let Pat make the call for me. I didn’t hit his concern head-on. I wigged out. I cut off a bona fide salary offer, so I wouldn’t have to compare Oscar Mayer’s richer market-based salary offer with the $7-an-hour crew leader wage awaiting me back home. 

When push came to shove, I listened to the inner voice telling me I wasn’t enough rather than the one arguing I was ready for the life changing opportunity staring me in the face.

The stories in this collection are excerpts from an upcoming book detailing my recollection of life growing up in our business family. The book is yet to be titled. Here’s a link to the Book’s Preface.

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Chris Anderson began his career with The Andersons, Inc., a Family Limited Partnership, with 60+ family partners; that went public (NASDAQ:ANDE) midway through his tenure. There, he literally began as ‘low man on the totem pole’ as a foreman in a fertilizer operating division, and began accumulating his general management skill-set with roles in diverse units such as Automotive Service, and Market Research.

He later progressed through positions of increasing responsibility to serve as one of three Group Presidents, followed by Executive Vice President in the billion+ revenues family-controlled business, with accomplishments including a breakout diversification strategy. He is acknowledged for mentoring and developing many emerging leaders who now hold senior management posts.