I spoke to Grant Reid, the CEO of Mars, Inc, about how the company has stayed relevant over 100 years in business, their Ambassador Program, what he's learned about company culture by visiting different countries, the importance of meaningful work and his best career advice.
Reid has been CEO of Mars since 2014 and member of the Board of Directors since 2015. Mars has net sales of almost $35 billion and operates in diverse global categories, including: petcare; confectionery; food; and drinks. The Five Principles – Quality, Responsibility, Mutuality, Efficiency and Freedom – unite and guide more than 100,000 Mars Associates around the world. He led the business to an early buy-out of Berkshire Hathaway’s minority ownership stake in Wrigley allowing for the combination of the Mars Chocolate and Wrigley businesses into one segment: Mars Wrigley Confectionery. Previously, Grant was Global President of Mars Chocolate where he led the Chocolate business to record sales, growing the category and Mars’ market share in mature and emerging markets.
Dan Schawbel: How has Mars stayed relevant after over 100 years in business?
Grant Reid: Many people are unaware of Mars’ history and just how diverse a business we are today. It started humbly in 1911 in a kitchen in Tacoma, Washington with Frank Mars, selling hand-dipped chocolates. Today, while we are a global leader in confectionery, we also have a tremendous petcare business that’s committed to making a better world for pets, a food business that is bringing families together over the dinner table, a drinks business that provides great-tasting coffee and teas to offices, and a new organization that is exploring opportunities beyond our existing portfolio with targeted nutrition solutions. I doubt that Frank Mars had any inkling that more than 100 years later, Mars would be one of the world’s largest family businesses – touching billions of consumers with our iconic brands and veterinary services.
I think the secret to our longevity is that we have remained true to the principles the founding Mars Family members instilled – while embracing constant evolution.
Our Five Principles – Quality, Efficiency, Responsibility, Mutuality and Freedom– have guided ‘how’ we operate for more than 100 years, and they will continue to do so for the next 100 years. But, while they remain constants, technology, consumer and retail trends are changing at an extraordinary rate. Mars Associates embrace these changes by diversifying, expanding and evolving. Forrest Mars, Jr. used to say that we have a ‘healthy dissatisfaction with the status quo’ – we’re always trying to be better, to find the ‘big idea’, to take risks, and be bold. That’s a lot of fun! We’re energized by building, exploring and innovating to make sure that our business thrives for generations to come.
Schawbel: My research shows that young employees desire to work in multiple countries in their careers. How has your Ambassador Program enabled them to fulfill that desire?
Reid: I think Mars Associates of all generations appreciate the global nature of our business and the opportunity that presents to travel, live in new places, and work with people from all over the world. When Associates join us, they are becoming part of a global business where movement between business segments, functions, and geographies is open to them. On a personal level, in my 30 years with Mars, I’ve held country, regional and global roles. I’ve also worked in multiple functions including purchasing, sales, marketing and manufacturing. A career at Mars offers tremendous opportunities to test yourself, to learn and to grow.
Whether a Mars Associate has a career path that leads to global mobility or not, we’re a global team – so the opportunity to learn from others is ever present. The Mars Ambassador Program (MAP) is one example. This program, which just celebrated its 10-year anniversary, offered Associates from more than 50 countries a chance to visit 32 different countries in which we operate to learn more about how our business functions and work in our communities. For example a trip might visit the farms where we source cocoa, rice, mint or tea to teach sustainable farming techniques. Equally, a team might spend a week fixing up a pet shelter, or providing veterinary expertise to an under-served community. Our MAP program is about giving others the benefit of your skills and sweat, while also learning and growing as an Associate and a person.
Schawbel: What have you learned as you've traveled to all of your facilities around the world about employee engagement and building a strong culture?
Reid: I am constantly learning from my fellow Mars Associates. Wherever I travel in the world, the lens of the Five Principles provides a chance to have a real conversation at all levels about whether we are living up to our expectations of ourselves – what’s working well, and what’s not working. Our culture encourages each of us to bring our points of view and our best ideas forward. Some fabulous product and business ideas have come from unexpected places!
One of the hallmarks of Mars as a work place is the concept that we are all Associates – not just employees. Every job is important. Everyone should feel like their opinion counts. That drives engagement and makes us a better company.
Schawbel: It’s well known that employees want meaningful work. How have you been able to show them that their efforts are making a difference in the world?
Reid: We firmly believe business has a role to play in making the world a better place. In 1947, Forrest Mars, Sr. (second generation of Mars Family) defined our objective as “creating mutual benefits for all of our stakeholders through the manufacturing and distribution of our products.” We measure our success based on financial metrics as well as other indicators that we are making a positive impact on the world. We report on our impacts on the environment and society annually through our Principles in Action Summary. We recognize Associates that go above and beyond in bringing our Five Principles to life through our Make the Difference recognition program. And on a one on one level – our annual development conversations between managers and their teams are as much about the ‘how’ we are getting things done as it is about results.
Just this year, we set some new and very ambitious targets for ourselves with our Sustainability in a Generation Plan – that plan is focused on three key areas: Healthy Planet, Thriving People and Nourishing Wellbeing. We’re investing $1 billion over the next few years tackling opportunities like reducing our greenhouse gasses by 67% to combat the critical climate challenge; improving the working lives of one million people in our supply chain; and advancing science, innovation and marketing in ways that help billions of people and their pets lead healthier, happier lives. If that isn’t enough to make you eager to go to work every day, I don’t know what will.
Schawbel: What are your top three pieces of career advice?
Reid:
1. Work for a business that reflects your personal values. When you feel truly connected to what you are doing and find meaning and purpose in your work, you will feel a far greater sense of achievement, and it will redefine what it means to go to work each day.
2. Embrace self-development and demonstrate curiosity. Whether it’s within work or outside of work, take each and every opportunity you can to continue discovering and improving yourself. Lifelong learning is a core tenet of the Mars culture and a journey I am still very much on.
3. Work with authentic people you respect and that respect you. Life is too short, and work hours are too long to work with people that you don’t admire. Surround yourself with people that challenge you to be better, that embrace you for who you are and respect what you bring to the table.
