b.: What's the process of transforming Stuckey's into retail distribution at big stores like Hobby Lobby?
Stuckey: It's actually easier than you would think, once you process it. For a brand to really get traction, it's got to tap into an emotion. … A great quality product is your starting point. But to get that emotional connection, the brand has to stand for something more than just attractive packaging.
We're so fortunate that our brand is affiliated with the road trip. … It's freedom. It's fun. It's exploration. You let your cares go out the window. … Our sweet spot is to be in convenience stores on the interstate. But it's really about that sense of fun and excitement.
b.: In the book, you advise, "Be real until you make it." Can you expand on that?
Stuckey: The genesis of that was all the talk about imposter syndrome, especially among women. You don't see men wringing their hands and agonizing over imposter syndrome. But women do. I believe in turning that narrative around.
Embrace imposter syndrome as a positive because [it] means you are very self-aware. You are analyzing what your strengths and weaknesses are, and trying to address them. … That empowers your team and that empowers you. It opens you up to learning more.
b.: One of the things that stood out in the book was how you found the right people to help you relaunch. Can you comment on that?
Stuckey: As I was writing the book, I changed roles from CEO to chair. I recognized that my business partner has what it takes to be the CEO.
In business, we all have things we're not passionate about. There's some drudgery that goes along with running a business. But the more you find those points that you love, you're good at, and you can make money at, that's the good stuff. … As much as I can in my daily life, I focus on the things I do best.
b.: For someone taking over a family-owned business, what tips do you have?
Stuckey: Make your own mark on the brand. I think it's really important that the third generation — [or] the fourth generation — of family business owners feel like they can bring their own personality to the table.
I like to say I'm respecting Stuckey's past, but I'm not living it. You can be respectful, but at the same time, you're the one in charge. Now you're the one alive, running the company. Don't be afraid to step up and be the boss.
We all have the power to change our story. When I had an unexpected opportunity to buy Stuckey's, I googled "Stuckey's" and the top hits were, "Whatever happened to Stuckey's?" And I thought, "I have the power to change that."
This interview has been edited for length. Read the full Q&A at business.com.
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