Family Business Connection

Ben Soles and Brandee Poland share lessons on leadership, family dynamics, and growing a next-gen business through honesty and shared purpose.

Ben Soles and Brandee Poland, second-generation siblings of Soles Enterprises, share how their family business has grown through courage, communication, and collaboration. Founded in 2007 by their parents, the company manufactures tarps for grain elevators and agricultural storage facilities across the Midwest.

What began as a father-and-son venture evolved into a multigenerational enterprise, but not without challenges. When differing visions created tension between Ben and his father, they sought outside facilitation through the Prairie Family Business Association, where open dialogue and counseling helped redefine goals and relationships.

[00:18:52] “It’s not about you or your feelings—it’s about what’s best for the company.”

Once we realized that we were after kind of different things… my dad had set up a really good company and realized that it met what he wanted to do.

Today, Ben focuses on R&D and product innovation, while Brandee leads sales and marketing. Together, they’ve guided Soles Enterprises through leadership transition, added non-family management to strengthen operations, and clarified ownership and governance as their parents stepped back.

[00:20:00] “To be open and willing to say somebody else may have better answers for us — that’s really been beneficial for our family.”

Their story highlights how clarity of roles, willingness to seek help, and shared purpose can transform family tension into teamwork. As they look ahead to a third generation, Ben and Brandee remind listeners that family business is both a challenge and a blessing—one that’s worth the work.

Ben Soles | LinkedIn

Brandee Poland | LinkedIn

Soles Enterprises Website

Prairie Family Business Association’s (PFBA) Website

PFBA’s Instagram

Rob Everist of L. G. Everist, Inc. shares lessons from 150 years of family business, dynasty trusts, governance, and preparing next-gen leaders. 

Rob Everist, a fourth-generation leader at L. G. Everist, Inc., reflects on 150 years of family business resilience, growth, and adaptation. Founded in 1876 as a coal supplier, L. G. Everist has evolved into a diversified enterprise in aggregates, concrete, asphalt, rail, and land development.

Rob shares his earliest memories working in the sand and gravel pits as a teenager and how those experiences shaped his view of family business responsibility. He explains the company’s approach to next-generation entry, which requires education, outside work experience, and earned credibility before joining. 

[00:07:50] “Everybody’s gotta realize that you gotta bring something to the table. You just can’t show up with the right last name and think that’s gonna be enough.”

A key part of LG Everist’s long-term stability has been its dynasty trust ownership structure, established decades ago to enable generational continuity while avoiding common transfer hurdles. Rob emphasizes how this structure, combined with strong governance through a board with non-family members, positions the company for long-term success. 

Though certainly intertwined, Rob stresses that outside perspectives help both the family and business attain balance.

[00:16:57] “Treat the business as a business and treat your family as a family.”

Rob’s insightful reflections provide a roadmap for navigating the challenges and opportunities of sustaining a family enterprise into its next century and beyond.

Links

Rob Everist | LinkedIn

L. G. Everist, Inc.’s Website

Prairie Family Business Association’s Website

Scott Stern of Stern Co. shares how stepping back, empowering a non-family CEO, and mentoring his children fuel the company’s next generation.

Scott Stern, second-generation leader of Co., reflects on nearly 50 years of family business history and the lessons that come with passing leadership to the next generation. 

After decades in the business, Scott recognized the moment had come to step back — not because he didn’t care, but because the company and his family needed space to grow under new leadership. Scott shares what it feels like to let go of the day-to-day and how his family noticed his leadership fatigue before he did.

[7:45] “Sometimes . . . historical solutions don’t solve current problems. That really raised a level of awareness with me that now is really my time to step back.”

Scott describes what the transition to a trusted non-family CEO looked like, his daughters’ and son-in-law’s involvement, and how clear governance, outside perspectives and strong leadership have strengthened the company. 

[20:39] “I think every day as a CEO or president if you walk into your company and say, ‘How can I make the people better in this organization today than they were yesterday?’ That’s a win. That’s exactly what we have to focus on.”

Scott’s candid reflections on timing, patience, and why leaders should step back while they still have time to mentor and transfer knowledge are invaluable. His insights will resonate with any family business leader grappling with legacy, succession, and the desire to see their company and family thrive in the future.

Links

Scott Stern | LinkedIn

Stern Co.’s Website

Prairie Family Business Association’s Website

Scott Sletten of JDS Industries shares how employee ownership is shaping his company’s future and why legacy mattered most to his succession plan.

Scott Sletten shares how JDS Industries, a thriving wholesale business, started as a local trophy shop, owned and run by his father. In the 1990s, Scott and his father transitioned from retail to wholesale, developing JDS Industries into the 13-warehouse international business it is today.

As he started approaching 60, Scott began exploring exit strategies—outright sale, family succession, or something in between. Concerned about culture shifts and vendor disruption with a private equity sale, Scott listened to his leadership team’s bold proposal: a 100% ESOP (Employee Stock Ownership Plan). 

After visiting several companies that operate under ESOPs, meeting with investors, and consulting with his leadership team, Scott decided to sell his company to his employees in a manner that maximized long-term impact while minimizing personal risk. 

[28:07] “No path of you exiting your company is without risk. . . . You gotta decide really what your hotspots are and what's most important to you.”

Scott explains how educating himself (and others) on ESOPs, keeping his leadership team informed, and structuring a gradual transition allowed him to stay strategically involved while maintaining employee trust and positive company culture.

[23:07] “We’re about six months into [the transition] now and it’s working very, very well, and I can focus more on the strategic side of things.”

Scott stresses that while it takes time to transition out of a company, being proactive about succession is vital. Setting up your employees and future self for success is worth the time and effort.

Scott Sletten | LinkedIn

JDS Industries’ Website

Prairie Family Business Association’s (PFBA) Website

PFBA’s Instagram

Toni Sandin of Sandin Law shares how proactive planning, outside facilitation, and tough conversations help families achieve long-term success. 

Toni Sandin shares powerful insights on the unique challenges of balancing business dynamics with family relationships. As an estate attorney, CPA, business owner, and second-generation member of her family’s business, Toni understands the value of sound succession planning and its impact on family relationships.

Toni underscores why intentional planning matters, sharing stories of clients whose legacies were successfully passed down and others that ended in legal battles and health issues. She warns that business owners can allow their desire to be frugal to overshadow the importance of setting up their family and business for long-term success.

[14:29] “Your family is way too important to be frugal with [succession planning].”

From the transformational impact of hiring a facilitator, to how her own family's commitment deepened through hard conversations, Toni illustrates in this conversation that success lies not in avoiding tension, but addressing it head-on.

[37:25] “Everybody wants to find people who will tell them what they want to hear, but we only grow when we’re willing to be challenged by other people.”

Toni stresses that the family is most important—not the family business. But the business can either strengthen or destroy a family if there isn’t a solid plan in place.

Toni Sandin | LinkedIn

Sandin Law’s Website

Western Products’ Website

Prairie Family Business Association’s Website

Prairie Family Business Association’s Retreat

Prairie Family Business Association’s Conference

Hug of War by Cathy Carroll

Michaela Bearden and Angelika Olsen of InnerWill share how board members can support family businesses through relationship, humility, and hard questions.

Michaela Bearden and Angelika Olsen of InnerWill share actionable insights on how to be a strong board member in a family business. They highlight the power of disagreement, why objectivity matters more than loyalty to individuals, and how long-term thinking helps steward a family enterprise across generations.

From avoiding favoritism to preparing future leaders, Michaela and Angelika offer stories, best practices, and common pitfalls that boards need to be aware of.

[11:40] Michaela: “You don’t want a board member that isn’t willing to push back. You want somebody that is going to be engaged and ask the hard questions because your family’s success really hinges on their involvement.”

Angelika and Michaela comment that businesses are personal. Non-family board members must have a clear lens of not only the business and the field, but the family and its dynamics. Board members should prioritize involving the next generation in strategic projects and get to know them to lay the foundations of a strong, trusting relationship.

[27:35] Michaela: “Succession isn’t a transaction; it’s a transformation.”

Whether your family has a seasoned board or you’re just getting started, this episode will leave you with tangible steps to strengthen and serve your business for generations to come.

Links

Michaela Bearden | ⁠LinkedIn⁠

Angelika Olsen | ⁠LinkedIn⁠

InnerWill Leadership Institute’s ⁠Website⁠

Abby Woodford, Vice President and COO of Interim HealthCare, shares how leadership, culture, and communication facilitate effective succession planning.

Abby Woodford has lived every phase of her life alongside Interim HealthCare, from doing childhood chores in the office to leading a thriving care team across multiple states. In this episode, Abby opens up about what it’s like to work with siblings and parents, how to build a business that lasts, and why core values and clear succession planning are game changers for any family business.

Abby also highlights the importance of intentional family meetings, the power of peer groups, and how her family ensures business conversations don’t seep into their personal family time. 

[21:41] “Our rule is simple: We meet, we make sure that everyone has a voice at the meetings, and we don’t want anything left unsaid.”

Looking ahead, she hopes the third generation will find their own place in the business, just as she and her sisters have.

[28:19] “Family business is unique . . . the reward definitely outweighs the difficult moments and knowing that you’re carrying out that legacy . . . is really important.”

If you’re navigating the complex dynamics of a family business, listen in to be inspired and motivated by Abby’s actionable insights.

Abby Woodford | LinkedIn

Interim HealthCare’s Website

Prairie Family Business Association’s Website

EOS Worldwide’s Website

Megan Green, CFO and General Counsel at Weiler, opens up about returning to her family’s heavy equipment manufacturing business after nearly a decade as a corporate attorney.

In this candid conversation, Megan explains how she and her siblings took on unexpected roles—not based on title, but based on where the business needed them most.Her reflections on leading with humility, learning the company from the inside out, and earning trust through clear communication resonate beyond family business. 

Megan also shares how Weiler’s intentional culture—rooted in trust, rapid decision-making, and candid feedback—has helped her family prepare for succession while still growing the business.

[20:00] “The stakes are high in family business… It can be difficult to make the right decision under a microscope, and people who understand that are really valuable.” She offers an honest look at working with non-family leadership, managing legacy relationships, and learning from peers. Megan highlights one actionable tool that helped Weiler’s team define gaps and build confidence in their transition plan—an exercise that any leadership team can replicate.

[31:00] “We initially thought we had to replicate all of [our Dad’s] strengths. But that’s not feasible… We all contribute in the way that makes the most sense for us and for the business.”

Weiler Website

Season 2 of Family Business Connection is here!

Join host Stephanie Larscheid as she shares real stories from family business owners and next-gen leaders navigating the challenges of working with family—while building lasting legacies.

From first-generation founders to fifth- and sixth-generation stewards, each episode delivers insights, operational tips, and encouragement for those in the thick of family and business life. 

Whether you're a business owner, successor, or advisor, you'll find ideas and inspiration to strengthen both your family and your enterprise.

Season 02 launches on Wednesday, June 25. Follow Family Business Connection so you never miss an episode!

In this episode, we’re joined by both Rick and Sarah Hustead of Wall Drug, a family-owned and operated family business headquartered in Wall, South Dakota. Famous for their free ice water billboards around the world, Rick and Sarah describe how the family expanded the drug store into a landmark roadside attraction through Rick’s grandmother’s advertising suggestion during the Great Depression. 

They also discuss how they’ve managed the business for nearly 100 years across four generations, the importance of asking the next generation to be a part of the family business, and what being “the steward” of Wall Drug looks like for the future. 

Family Business Checkup - Want to learn what key areas your family business should focus on next? Take the Family Business Checkup! After answering several prompts, the Family Business Checkup will give you scores on the key indicators of family business success and point you in the right direction for what you should focus on next. The Checkup is free and available here: www.fambus.org/resources 

2025 Conference - Join PFBA for an action-packed two-days full of family business inspiration and motivation that’ll transform your thinking around communication, succession, relationships, and the future of your family business at the 2025 Annual Family Business Conference, including the Taste of Family Business event Tim mentions in this episode. Now at the Steel District – Canopy by Hilton in Sioux Falls, South Dakota, you’ll want to register for your tickets at the lowest price of the year. Learn more and register: www.fambus.org/2025conference  

Season One of the Family Business Connection features stories from all kinds of family business leaders that guide family businesses to thrive for generations. 

Thank you to this episode’s sponsor, Pro Resources!