In the South? Learn why you should stop by our traveling pop up to try on Charles River Apparel’s newest selection of rain jackets, fleeces, and more — before the event ends.
Charles River Apparel CEO & President Barry Lipsett interviewed Daniel James Brown, the author of one his favorite books,“The Boys in the Boat,” the story of the University of Washington’s 1936 crew team and their pursuit for an Olympic gold medal in Berlin. Brown narrates the inspirational story of nine college students who beat the odds and captured the attention of millions of Americans as they went up against an elite British team and a dominant German team rowing under the eye of Adolf Hitler.
LIPSETT: Is rowing starting to make a comeback or do you think it ever stopped growing? Do you think the sport could ever become as popular as sports such as tennis or golf and what would the rowing community need to do to get it there in your opinion?
BROWN: Well, this is mostly conjecture on my part, but my guess is that more people row now than ever. Certainly rowing was much more popular as a spectator sport in the 1930s and 1940s than it is now. In those days seventy or eighty thousand people might turn out to watch a race on a Saturday afternoon here in Seattle. Now three or four thousand is probably a more realistic number. However, I think the trend toward personal fitness and healthy lifestyles that has taken hold in recent decades has transformed rowing from a major spectator sort into a major participant sport. As I have traveled around the country to talk about The Boys in the Boat I've been astonished at how many ordinary people now row and how may rowing clubs there are in America, even in places as unlikely as Arizona. I do think that with so many people participating there may be an opportunity to increase the visibility of the sport and get more spectators out to watch (and more media to cover) regattas. More on that in response to the next question.
Before founding Charles River Apparel, I started my career in 1948, upon graduating college, in my family's business – The Central Steel Supply Co. in Cambridge, MA. At that time, the Central Steel was in serious financial condition. Bankruptcy proceedings were being considered and the fo
ur family owners offered to sign over all ownership to me. At twenty-two years old and having only $1,100 in the bank, what did I have to lose? First off, I contacted our local banker, Mr. Carlson, to arrange a meeting, and I had our accountant prepare me with an up-to-date financial statement. This meeting proved to be the most memorable and important event in all of my 60 years in business. Mr. Carlson gave me a chance and because, as he later told me, I demonstrated four key characteristics that were important to him in making an evaluation of a prospective customer. Since that date, I have adopted the same four standards when interacting with customers, suppliers, advisors and especially employees – work ethic, honesty, sincerity and competence.
We all want our businesses to be successful. We want our customers and employees to happy. We want to be profitable and be a force in the marketplace. So what happens when the goals you set forth aren’t being reached? What can you do as an executive to refocus and re-energize your group and turn your organization around? Just take a page out of the Boston Red Sox’ playbook: They went from last to first in just one season. This year’s championship marks the teams’ first World Series win at Fenway Park since Babe Ruth played there in 1918. I, along with many other avid Sox fans witnessed the teams’ transformation game after game. Watching them has inspired me to craft these clear-cut lessons that you can easily apply to your business or organization: