March 20, 2024 • 30 mins
Embarking on a voyage through the highs and lows of leadership, we are joined by the exceptional Stephen Clements, whose storied career, from the family-founded National Sports to the echelons of the Forzani Group and Canadian Tire, offers a treasure of wisdom on personal and corporate growth. As he recounts the emotional complexities of selling his family's legacy and stepping into uncharted territories of leadership, Stephen's narrative resonates with anyone who's faced the daunting task of navigating change within large organizations. His profound reflections on putting collective needs before personal gain illuminate a path of servant leadership that champions the voice of the individual for the betterment of the whole.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
Welcome to the Leader Impact podcast.
We are a community of leaderswith a network in over 350
cities around the world,dedicated to optimizing our
personal, professional andspiritual lives to have impact.
This show is where we have achance to listen and engage with
leaders who are living this out.
We love talking with leaders,so if you have any questions,
comments or suggestions to makethis show even better, please
(00:27):
let us know.
Best way to stay connected inCanada is through our newsletter
at LeaderImpactca or on socialmedia at Leader Impact.
If you're listening fromoutside of Canada, check out our
website at LeaderImpactcom.
I'm your host, lisa Peters, andour guest today is Stephen
Clements, a seasonedentrepreneur and executive with
over 40 years of invaluableexperience as the founding
(00:49):
partner of Next Chapter Ventures.
Stephen wears many hats advisor, mentor and coach, dedicated to
guiding leaders through thenext chapters in both business
and life.
His mission is to empower theseleaders to serve with purpose
and leave a lasting generationalimpact.
Hailing from New Market,Ontario, Stephen shares his life
journey with his wife of 32years, Tanya.
(01:09):
Together, they have raised twoadult children and are proud
grandparents to twograndchildren.
Beyond his professionalendeavors, Stephen actively
contributes to the community asa board member of the Jennifer
Ashley's Children's Charity,focusing on improving the
quality of life for seriouslyand chronically ill children and
their families.
Since 2014, Stephen has been anintegral part of Leader Impact,
(01:31):
actively co-leading a group inYork Region.
Additionally, he serves as theevent coordinator for the Leader
Impact York Region team.
Join us as we explore theinsights, wisdom and impactful
experiences that have shapedStephen Clemens' remarkable
journey.
Welcome to the show, Stephen.
Speaker 2 (01:50):
Thank you, great to be here.
Speaker 1 (01:52):
It is great to have you.
Now I'm just going to admit Idid stalk you on LinkedIn when I
read, when I had the intro, andI didn't put any.
There's nothing here aboutCanadian Tire.
So I'm going to tell you it isone of my favorite stores and I
think it's my husband's too.
But for anyone who doesn't know, who doesn't not in Canada,
(02:12):
canadian Tire, what is it?
Speaker 2 (02:16):
If you try to explain Canadian Tire the retail store
to Americans, it's like you cansay well, it's kind of Walmart
but not Walmart.
It's kind of Home Depot but notHome Depot.
It's kind of Dick's SportingGoods and it's kind of
everything that everything thatCanada needs under one roof.
Basically is what they try tobe.
But what a lot of people don'tknow is that Canadian Tire also
owns a lot of other businesses,including a chain of multiple
(02:40):
banners of Sporting Goods storesMarks, which was formerly Marks
for Warehouse, the brand HellyHansen, as well as many, many
other brands.
So Canadian Tire is actuallythey have their own bank.
There's a lot to Canadian Tire,more than just Canadian Tire
stores, but there is over 500Canadian Tire retail stores
across Canada where you canpretty much get anything.
I think one of the slogans isfor anything for life.
(03:01):
In Canada that's Canadian Tireother than maybe food.
But there's chips and snacks.
You could even survive off thatfor a few days.
Speaker 1 (03:07):
So I used to go to events and I would joke and say,
well, do you take Canadian Tiremoney, because I had so much of
it.
Now, that's all electronic soit's all digital now, so like
everything else that's how longI have been loving Canadian Tire
.
Speaker 2 (03:22):
There you go, yes.
Speaker 1 (03:24):
Well, I want to again welcome you to this show, and
we've got some questions for youand we're I'm excited to start
with you.
So are you ready?
Speaker 2 (03:33):
I'm ready, let's do this.
Speaker 1 (03:35):
So Leader Impact, we're always looking for a
little bit of your professionalstory and how you got to where
you are today, and I likedreading yours.
I'm Canadian Tire.
You had some big jobs senior VP, gm, national sports and then
you went on or actually prohockey first and then sports, so
again my favorite area.
But I want to hear a little bitmore about your journey, how
you got to where you are todayand if you have a couple of
(03:57):
snapshots of where pivotal orturning moments that you had
along the journey.
Speaker 2 (04:03):
Absolutely.
I grew up the son of a serialentrepreneur.
My dad was forced into businessas a 16 year old when his dad
suddenly passed away at 42without a succession plan in
place.
So later on in the mid sixties,my dad started selling sporting
goods sporting gear to schoolsacross Ontario from the trunk of
his car, which led to a 1971him opening national sports,
(04:26):
which was one of the first bigbox sports stores in the GTA.
I worked there growing up as akid and had thoughts about
staying in the family business,but ended up going in different
direction.
I went off to attend a Biblecollege in your homes, in your
home province of Saskatchewan,and I had thoughts of going into
vocational ministry.
But after graduating returnedto Ontario and ended up getting
(04:48):
back into the family business.
And over the next 24 years Iwent back and forth between the
family business and my ownentrepreneurial ventures.
And the first pivotal moment,other than some of those, was in
2005,.
We sold the family business toForzani Group, which most people
would know as Sport Check, andI agreed to stay on for two
(05:10):
years to lead the transition.
Part of the deal at the timewas my dad retire and I was a
president at the time.
So I took over and I was goingto run it for two years and then
probably move on.
I was 43 years old and it wasmy first non-family job, so I'd
always either worked for my dador for myself.
The first paycheck that didn'thave my Clements last name on it
(05:30):
was when I was 43 years old, soit was quite a change.
And five years I guess six yearslater, in 2011, canadian Tire
then bought the Forzani Group,so we went from being a small
public company to part of aniconic, very large for you
Canadian listeners, you know,but other outside candidates a
(05:52):
very well-known 100-year-oldCanadian retailer that owns lots
of other businesses.
So we were part of thatcorporation and shortly after
that, canadian Tire purchased abanner called Pro Hockey Life,
which had retail stores acrossCanada as well, so our team also
ran that.
So we were running nationalsports.
We had 18 stores at the time.
(06:12):
It was about the same number ofPro Hockey Life stores across
Canada and my initial two-yearcommitment turned into a
16-year-old career.
When I signed that contract, Ihad a friend of mine who said
he'd gave me six months and hethought I wouldn't last that six
(06:35):
months and he took the under,but in 2021, kenyatta made the
corporate decision to shut downthe national sports business,
which meant my time as acorporate executive was done.
So that's when I switched overand started doing coaching and
consulting and started nextchapter ventures with the help
of leveraging my life experience, both in business and
(06:58):
personally, to help youngerleaders and help leaders that
are looking what to do next intheir lives.
So that's where I'm at today.
Speaker 1 (07:07):
So I want to go back to because I have experienced
this the company you know youtalked about at 43, it was
national sports, sold for Zanis.
You got to check from someoneelse that didn't have your name
on it or the company name.
Speaker 2 (07:21):
Yeah.
Speaker 1 (07:22):
What was the emotions of feeling you had to let go?
I mean, this was your dad'scompany going to be yours.
What was, what was that likefor you?
Speaker 2 (07:33):
I think the when I think back about it, I remember
the first weekend I came.
I came home and my wife, tanya,said to me you seem different.
And I said, yeah, I don't haveto worry about making payroll
this week, like it was.
Like it was this huge reliefoff my shoulders that because I
had my own business for about 13years at our own, we had
(07:54):
together, we had our ownbusinesses and the rest of time
working for my father, there wasalways financial stress and
pressure.
So it was always trying likeyou're really were fighting for
survival as an entrepreneur.
Whether you were growing, therewas good times, bad times, but
there was always that pressureof having to.
You know, we had, we had, atthe peak, 800 employees.
So there was always thatimpression of that pressure of
(08:15):
performance.
And if sales were bad, if youowe the bank money and if you
couldn't pay a vendor, so therewas all that personal pressure
where now, all of a sudden, thatwas just employee number 47 or
whatever, and I was just.
You know I was, I was paid todo a job.
Whether I did it well or not, Igot paid and I tried to do it
well.
But it was just a totallydifferent experience that I
didn't know if I would like itat first, but as I got into it
(08:37):
and as I got to meet people andgot different experience, I
really I did quite enjoy it.
Speaker 1 (08:42):
Yeah, and do you think that that I mean going
from your own company?
Then you just said I enjoyedmeeting the new people.
That was just that's part ofyour journey of then ultimately
going into next chapter ventures.
Speaker 2 (08:55):
right, like it's just yeah, it all ties together.
It all ties together when you,when you look back, it's easy to
see it.
At the time you don't see it,but I think it's easy in
hindsight.
We look back and we see what.
You know what.
What's happened for a reason,and I think it was.
But there was some hard timestoo.
When you're part of a bigcorporation it's very difficult.
(09:15):
I mean, the Verzani Group was,you know, a small, medium sized
corporate company, but eventhere we were still the small
dog because Sport Check was thebig dog.
And then we're part of when wewere part of any entire, even
Sport Check, with 200 stores,was still, compared to any tire,
was really, you know, verysmall.
So you're always fighting forresources and trying to prove
(09:35):
yourself and trying to show thatyou can.
You deserve to have investmentin your business.
So it was.
It was just a completelydifferent life as an
entrepreneur.
I think you can bring some ofthat to the corporate world, but
it is totally different whenyou're in a corporate corporate,
especially a public company,where there's all the pressure
to hit quarters and and thethose you know the.
The one of my bosses used tosay that the tyranny of the
(09:58):
immediacy, like everything hasto happen today because you've
got a quarter to report on.
So it's just a completelydifferent environment than
entrepreneurial, where you'restruggling A lot of times just
to survive.
Speaker 1 (10:07):
Yeah Well, thank you for sharing that, and the next
question is a little bit aboutyour best principle of success
and if you can tell us one ofyours and maybe a story that
might illustrate that.
Speaker 2 (10:21):
Okay, I think for me, when I thought about this, it's
the principle is, it's notabout me, and I guess some
people call it servantleadership, but I think it's a
lot more than that.
Whether I was a corporateexecutive or an entrepreneur, it
was very easy and franklynormal to think how everything
impacted me personally.
What was my role, mycompensation, my recognition, my
(10:43):
P and L, my team, my family?
It's only been over the last 10years that I started to look at
things differently, put theneeds of the business and the
people in it ahead of my own,and I'm still not perfect at it,
but it's something I strive forevery day, and I can give you a
couple of examples that I thinkpeople can relate to.
The first one is happens allthe time is, at least for me is
I'll be in a meeting or asituation where I know there's
(11:06):
something I should say or speakup, and obviously I think it's
it's it's needs to be saidbecause it's in my mind and I've
got experience in that area.
But my first thought is whatare they going to?
What is going to be?
How am I going to be perceivedfor asking this question in this
situation?
Am I going to be a troublemaker?
Am I not going to be a teamplayer?
Am I going to be going againstthem, you know, against
something the boss had in mind.
(11:26):
So I often think about that andit really comes down to.
I think it's fear, becausewe're thinking more about our.
You know what it's going tomean for us versus what it's
going to mean for the company orthe people.
And the specific example thatplayed out for me in the
corporate environment was Iregularly have leaders, senior
(11:46):
leadership, team meetings thatyou know fairly high level, and
we would have up to 10 people inthe in the meetings and these
would be pre covid, so they werealways in person.
And during a challengingbusiness time we had a regime
change so we had a new leadercome in, very high level, very
great, great leader, brilliantthinker, lots of big ideas,
(12:07):
quite open minded and reallynice person.
You know we really like thisperson.
They often had ideas that wereso big and so out there that we
just in the room we kind of knewthis is no way that we could
actually execute on this.
So Initially a lot of thoseideas just went right through
and we ended up trying to dothese things because everyone
was, you know Things, businesswasn't great when they came in,
(12:29):
so it wasn't like we could saywell, we've got it figured out.
You know what you're talkingabout.
So there was some of some of notwanting to stir the pot, not
wanting to make a bad impressionon the new leader, which is
protection of your own job,protection of your own business,
business unit.
And I think that it wasn'tuntil I really clicked into this
idea that it's not about me,that I was willing to stand up
and you know, just.
(12:49):
You know speak up and just askthe right questions and Not
really thinking first andforemost about what an impact to
me.
But what could happen if Idon't speak up?
Because the responsibility tospeak up is there, because
that's why I'm in the room, Iwas invited that room for my
experience, and if I don't speakup, then I'm not doing my job.
So Two interesting thingshappen.
One is that Some of the othersenior leaders in the room, as
(13:12):
we would take breaks or have themeeting would end, would come
up to me confidentially and saylisten, I really thank you for
asking that question because itreally need to be asked, but I
was too scared to ask it and Ihope you can keep doing that.
And I was like, well, I feelwhy I will, but you know you
need to speak up too.
But they were fearful.
And the other thing was thatthe leader in question loved it
like he wanted people to.
(13:32):
You know they wanted people toto challenge, they walk, because
they love that kind of, theylove the debate, they like they,
but they don't want a bunch ofpeople nodding their heads.
So for me, I was able to takethat and translate to my
leadership team that worked withme and you know I was able to
pass on.
I've heard a couple of thingsthis kind of some of the leader
impact stuff, but one of the oneof those Nikki gum, nikki gumbo
(13:54):
from alpha.
He called it the obligation todissent.
Patrick Lencioni talks aboutmining for conflict, the idea
that you need people to disagreein a meeting.
You need people to speak up andhave their voice heard.
So even if you don't go withtheir, with what they, what they
want or what they're hoping for, it doesn't just become a bunch
of people advocating for theirown ideas, it becomes everyone
(14:15):
pulling the same direction.
So I think, unless you're gonnahave the, the, put the company
and the people first ahead ofyourself.
You're not gonna be able to dothat, so certainly not perfect
that it, but I think that's.
That's something that I'vereally tried to apply, or less
many years.
Speaker 1 (14:30):
Yeah, I love that.
I think people listening youknow you were invited to the
table.
Whatever table, whatever board,whatever council, you were
invited to come and to let go ofthat fear and and the need to
speak up, because that'sdiversity.
If I was invited to a table asa female and it's all male, it,
whatever, whatever diverse,diversity is that we are invited
(14:53):
and we have to speak up.
So that's a great.
You know it's.
Speaker 2 (14:57):
It's not about you, it's about the best thing for
the company, the best thing forthe people and if and that goes
in a lot of different directionsIf you think about guys do
making decisions, you know,because it's very easy, as I
said, especially in a corporateenvironment, to be so focused on
your own business unit Even oryour own, your own people, your
own team and not think about therest of the company.
We're not thinking about otherdivisions or not thinking about
(15:19):
other people and the impact ofyour decisions are gonna have
another people.
So I think there's a lot ofselfish leaders.
I thought hopefully not as manyas there used to be.
I mean, there's one of thegreat books we studied, a leader
impact is leaders eat last, bySimon Sinek, and Kind of you
know talks about that.
That's one of the you knowplaces.
I kind of first startedthinking about that and I think
(15:40):
there's other others, but that'sone that stands out to me.
So yeah.
Speaker 1 (15:44):
So I think what I've heard and I just want to confirm
is that when you were anentrepreneur versus now in the
team, would you say that you putyour head down more as an
entrepreneur Because you you'refeared about paying the bills,
but now you have an opportunityto sort of look up and go this
is what's best for the company,or would you say there was a
transition there?
Speaker 2 (16:04):
for sure.
Yeah, I think you.
Yeah, it depends on how.
As an entrepreneur, there's somany, there's so many different
you can be riding really highand you could be really, really
low and you could be in themiddle at where.
For corporate, I think it's justmore.
It's just, it's more every day.
You just got to show up andkeep doing your job and trying
to get better.
And I think where entrepreneurshave a lot more highs and lows
(16:26):
at least I did as anentrepreneur and I saw that with
my family, my father's 84, he'sstill an entrepreneur.
So you know, I see that withhim.
So I think that it is there'smore consistency and more
opportunity to maybe thinkstrategically in a in a
corporate environment whereoftentimes you don't have that
luxury as an entrepreneurbecause you have to put food on
the table for yourself or youremployees and you're not really
(16:47):
able to step back and make astrategic decision that you know
it'll be right in the longerterm, but then you weigh that
against the corporateenvironment where you got to hit
your quarter.
So there is some similaritiesbut there's some differences as
well.
Speaker 1 (16:57):
So which is a great reason for a coach.
Speaker 2 (17:00):
Yeah, there you go.
Speaker 1 (17:01):
All right.
So I mean, I think we all knowwe learn more from our failings
and mistakes than our ownsuccesses, and I was wondering
if you'd be willing to share oneof your greatest failings or
mistakes and what you havelearned from it.
Speaker 2 (17:13):
Sure, this is hard because I've made so many, but I
will share one of the biggestand most recent I did mention
about national sports wasstarted my father trunk of his
car 1960s as our peak 21 stores800 employees and $100 million
in sales.
There was many ups and downsover the years but the brand in
Ontario was always strong and wehad a lot of loyal employees
(17:35):
with many, many with 20 plusyears experience.
When the business was sold in2005,.
Since that time, we had manydifferent structures but and I
had many different bosses andwe're different owners, but
ultimately I was always incharge.
So, you know, as we went into,as we went into COVID, as we
went into 2020, 2021, any timemade the difficult, strategic
(17:58):
decision to close down ourbusiness.
So at that time, immediately,obviously I you know, I
understood completely from astrategic point of view, from
any tires point of view, whythey were doing it.
It made sense for them.
But I had so many thoughtsabout what I could have done
differently and how he couldhave saved that business and the
responsibility had to the 800employees and and responsibility
to our vendors, responsibilityto our customers, and it was a
(18:22):
very emotional time and it wasvery, very difficult and
heart-wrenching and I just youknow it was very difficult time.
But what, what I guess happenedthrough that is, first of all,
respectfully I was, I was giventhe opportunity by Canadian
Territory to allow to stay onwith my team and lead this
closing.
So, you know, we set a goal tomake sure we operated during the
(18:43):
close down the same way we didfor the 50 years before that as
a company, provide the bestpossible return for the
corporation while treating ouremployees and our customers and
our suppliers with respect andfinding jobs for the employees
within the organization whowanted them, which we were able
to do and just providing a firstclass experience, even though
we were closing the businessdown.
(19:04):
And as the closing got underwayif you know it's hard to
remember, but only you know itwas only two and a half years
ago we were still in COVID.
So in spring of 2021, we werein kind of that second wave
phase and that's when we wereclosing these stores.
So, my wife, tanya, we did across country, a cross Ontario
road trip to every store to saythank you and goodbye to our
store teams.
And what amazes me, what amazeme then, and still amaze me, as
(19:27):
I think back now is every singlestore, the store general
managers and the teams.
They were more concerned aboutme I'm going to get teary now
more concerned about me than wewere about them, and they were
losing their jobs.
They'd worked.
They'd worked the front linesduring COVID with masks, all day
long, and now here they were,you know.
So, as we hugged and we criedand we laughed and we giggled
(19:48):
and we, you know, we grievedtogether, it was just amazing to
see that the culture that wehad built in the company, they
were showing me what it meant tonot be about me because they
were making it up.
It was about the Australianmaking it about them and they
were trying to make it about me.
So it was very, very emotionaltime and but we learned a lot
and I just saw, I was just soproud of all the people that we
worked with.
Speaker 1 (20:07):
So yeah, that's a pretty big deal to travel across
to all your stores andpersonally greet them, to shut
them down or to you know that'sa big deal.
Most people, would you know,send out the letter, the email.
I don't know that was a?
Speaker 2 (20:24):
yeah, it was, it was, it was normal, it was something
that I it was.
It wasn't even in question.
We were going to do that and itwas just.
You know, we, we made sure thatthe as many of the team members
as possible could be there.
They knew we were coming inadvance, they knew when we were
coming and and when we'd bethere, so they could try to make
sure they were there if theywanted to see us and ask us
questions, and and we try tofind out if they have jobs yet
or if they're looking for jobsor anything we do to help them
(20:46):
find jobs.
And, as I said, almost almostevery I think pretty much
everybody who wanted to staywithin the company, we were able
to find a job somewhere else inthe organization and several
decided to leave and we wereable to help them find jobs
elsewhere as well.
So that was kind of the drivingforce behind trying to.
And also, just, we hadcustomers that were third
generation customers that youknow had their, their
(21:06):
grandparents had come to ourstores and they were, you know,
as kids now.
So the customers were really,you know, really sad, but at the
end of the day, that businessmoves on and we all, we all
learn and grow.
Speaker 1 (21:18):
Yeah, it's a great story.
Thank you for sharing that.
At Leader Impact, we want togrow personally, professionally
and spiritually for increasingimpact, so I was wondering if
you'd be willing to share anexample of how the spiritual
makes a practical difference inyour life as a leader.
Speaker 2 (21:35):
Sure.
So I told you about going toBible College.
What I didn't tell you was thatafter Bible College, when I
returned to the family business,I drifted away from my faith
and I would say for almost 30years from a faith perspective,
I was wondering the wilderness,really a true prodigal.
And it wasn't until the fall of2013,.
My wife, tanya gave her life tothe Lord and together we
(21:57):
embarked on a spiritual journey.
Hers was new and mine was beingrenewed.
Early on in that process, inApril of 2014, before we'd even
started really going to aregular church, we were
introduced to Leader Impact by agentleman named Denis Frappier
at a Saturday night dinner partyand three days later I was at
his.
In the spring of 2014, I was athis 7 am Tuesday meeting and
(22:19):
I've been going to a meetingevery Tuesday morning, except in
summer breaks since then, andthe people I've met, the books
we've studied, the outreachevents we've planned have
literally changed my life and,as we say at Leader Impact,
we're focused on all threepersonal, professional and
spiritual.
For me it's beentransformational and the only
reason I can even think abouttrying to practice a principle
(22:39):
that's not about me is becausemy foundation and my
relationship with God through myLord and Savior, jesus Christ,
and knowing it's all about him.
I try and remember that everyday, performing for an audience
of one, and it's not reallyabout me, so I think really it's
for me, it's everything, yeah.
Speaker 1 (22:56):
So, going back to Briar Crest, how did you get
from Ontario to Saskatchewan, toa?
That's not a large college.
Briar Crest is not large.
How did you get there?
And then how did you get thereand then leave there with and
step away from the faith for 30years?
Speaker 2 (23:13):
Probably another podcast, but I'll do it quickly
because I can.
The people who know me wellhave heard this story, but my
grandmother was the Dean ofStudents.
I went to live with her ingrade 12.
I had there was some strugglesat our home.
My parents had split up when Iwas younger and so I lived with
my grandma at Cairnport in grade12.
And then I stayed on and wentto Bible college for three years
(23:34):
.
I returned back home, back tothe old place I lived and back
to my old friend group, back tomy old life, and it just kind of
they really didn't have thesupport in this place.
They didn't really have achurch and really have sound
habits, and so it was just kindof a literally a drift that just
happened without having reallysupport in place to something
like Leader Impact, where Icould have plugged into that.
(23:56):
I would have had people likeminded people that I could have
shared my journey with.
I didn't have that.
So I think that was one of thereasons.
Speaker 1 (24:02):
Yeah, I think that's common.
I think I've even myself when Ileft here grade 12, I didn't
come back to the.
I mean, I only went to churchon Sunday because my mom took me
right Like it wasn't arelationship, it was just church
on Sunday and it took me.
It was 12 years, like I think Iwas.
(24:22):
I was past 30 when I decided to.
It was time and I don't thinkit's uncommon, but I wanted to
hear your story.
Speaker 2 (24:32):
I'm like I didn't go to Bible college?
Speaker 1 (24:33):
Yes, so at Leader Impact, we are about leaders
having a lasting impact, and Iknow in your bio you talked
about generational impact, soI'm excited to hear this
question, cause, as we continueto move through our own journeys
, have you considered what youwant your faith legacy to be
(24:53):
when you leave this world?
Speaker 2 (24:55):
Yeah, this question really made me think and start
with a few things.
One is John Maxwell says andI've got it written up on my
wall so success means havingthose closest to you, love and
respect you the most, and that'salways been something I've
thought about.
And we recently had a funeralfor a close family member and it
reminded me of the otherthought of living our lives for
(25:17):
those who will live, who'll bein the first two rows of our
funeral.
So it's really having thosepeople closest to me that that
know me the best, really respectme, love me the most.
And then, this morning actually, I listened to one of my
favorite songs called Christ bemagnified by Cody Carnes, and it
just made me think that reallywhat I'd like my legacy to be is
that Christ was magnified in mylife.
(25:37):
And, mike, that's why my youknow the current mission to
leverage my life experience toevoke people, starting with my
own family, live with purposeand make a Generational impact.
It's got to be more than justabout making money.
It's got to be more about justbuilding businesses.
It's got to be about people,and I Think specifically all the
people I've met at leaderimpact and the groups, the
changes I've seen in people andtheir families and their
(25:59):
personal, professional,spiritual lives is a big part
for me and I think that'll liveon long after I'm gone.
And About six years ago Istarted with a small group of
people.
I Invited them to join mereading the Bible in a year and
we've had the and we've had agroup the last six years.
It's sure we got about 40people reading the Bible on a
plan on you version Bible appand it's been amazing to see how
some people's lives have beenchanged just by reading the
(26:19):
Bible every day.
Speaker 1 (26:20):
I know at least two other groups have spun off from
that doing the same thing, sowe've got people reading God's
word and that's something I liketo see grow and continue to
yeah, in our I have a leaderimpact group and so when you
talk about reading the Bible,for year Some people have
struggled and I'm like, well,you could, you could read it in
chronological order, and Becausepeople just pick up the Bible
(26:41):
and they read it from front toback, I never knew this till a
few years ago.
So yeah.
I mean, and I don't know ifpeople know that you can just
Google Chrono, like read theBible chronological order, and
it's a year and it's easy andyou read it, how it happened and
and you can do it on the youversion app.
Speaker 2 (26:56):
I've done that, it's yeah so many options we've done
in different ways and there'slots of different ways and we
try to change it up every year.
This year we're actually usingthe Nikki Gumbel from alpha,
using his plan.
He's got lots of greatcommentary and, oh, we've done
different ones.
We've done chronologically.
There's a there's somethingcalled the Bible project which
I'd highly recommend.
They have videos, interactivevideos, which are great, and
(27:17):
they there's that they haveplans for New Testament, the
whole Bible in different orders,and that gives a lot of
commentary along and instructionalong the way as well.
Speaker 1 (27:24):
So yeah, and people can do this at home.
I mean, you can?
Share with leader impact, but Ithink it's a.
It's a great start and whenyou're not sure, so yeah, we'd
open the door, all right.
Well, our last question is wealways want to know About our
people we're interviewing.
Is what brings you the greatestjoy?
Speaker 2 (27:44):
Well, in a few, a few months, my wife Tanya and I
will celebrate a 33rdanniversary and, as I mentioned,
you mentioned earlier we havetwo adult kids, two
granddaughters.
We actually were able to havelunch without two granddaughters
yesterday, and just spendingtime with our kids and grandkids
and seeing them grow as peopleBrings me joy.
My wife Tanya has her own homestaging and home styling
business.
She had for the last 10 yearsand seeing her grow in her faith
and as an entrepreneur andbusiness leader Brings me joy.
(28:06):
The two of us are best friends.
We'll have to travel Together.
We've been many amazingdestinations all over the world
and see how much she loves toexperience new places and
cultures.
That brings me joy and, most ofall, I would say that knowing
that after 30 years in thewilderness, jesus welcomed me
back as his prodigal son alittle over 10 years ago brings
me the ultimate joy.
Speaker 1 (28:27):
Yeah, Stephen, I want to thank you for sharing all
that.
It.
It takes time out of your dayand, and I think just sharing
stories is whatever Everybodyneeds to hear, and I think
that's why I show up here on thepodcast is to hear stories,
because it just it Builds my ownfaith every time I show up.
(28:47):
So, thank you.
Speaker 2 (28:49):
Well, thank you.
Thank you for doing this.
I know it takes a lot of timefor you and I know you're busy,
so I appreciate you taking thetime to do this.
Speaker 1 (28:55):
No, I love it.
Well, so this ends our podcastversion.
But if anyone is listening andthey want to engage with you,
how can they find you?
Speaker 2 (29:04):
I am on LinkedIn.
I've only been on LinkedIn forabout a month, but I am on there
so I'm new to LinkedIn, and Ialso have a Business site, next
chapter ventures, dot ca, andpersonal site, Stephen Clements
comm, so there's lots of placesto find me, so LinkedIn's
probably his way to startconnect with me there.
Speaker 1 (29:23):
Awesome.
Well, Stephen, I want to thankyou for joining us.
It has been a pleasure to spendthe last hour, half hour, with
you.
It's, it's been a joy, thankyou.
Speaker 2 (29:30):
Thank you very much, lisa.
I appreciate it.
Thank you, you're welcome.
Speaker 1 (29:34):
All right.
Well, if you're part of leaderimpact, you can always discuss
or share this podcast with yourgroup.
And if you are not yet part ofa leader impact and would like
to find out more and grow yourleadership, find our podcast
page on our website, leaderimpact dot ca, and check out our
free leadership assessment.
You will also find on our webpage chapter one of Braden
Douglas's book becoming a leaderof impact.
(29:54):
You can also check out groupsavailable in Canada at leader
impact dot ca or, if you'relistening from anywhere else in
the world, check out leaderimpact calm or get in touch with
us by email info at leaderimpact dot ca and we will
connect you.
And if you like this podcast,please leave us a comment, give
us a rating or review.
This will help other globalleaders find our podcast.
(30:15):
Thank you for engaging with usand remember Impact starts with
you.
Welcome to the Leader Impact podcast.
We are a community of leaderswith a network in over 350
cities around the world,dedicated to optimizing our
personal, professional andspiritual lives to have impact.
This show is where we have achance to listen and engage with
leaders who are living this out.
We love talking with leaders,so if you have any questions,
comments or suggestions to makethis show even better, please
(00:27):
let us know.
Best way to stay connected inCanada is through our newsletter
at LeaderImpactca or on socialmedia at Leader Impact.
If you're listening fromoutside of Canada, check out our
website at LeaderImpactcom.
I'm your host, lisa Peters, andour guest today is Stephen
Clements, a seasonedentrepreneur and executive with
over 40 years of invaluableexperience as the founding
(00:49):
partner of Next Chapter Ventures.
Stephen wears many hats advisor, mentor and coach, dedicated to
guiding leaders through thenext chapters in both business
and life.
His mission is to empower theseleaders to serve with purpose
and leave a lasting generationalimpact.
Hailing from New Market,Ontario, Stephen shares his life
journey with his wife of 32years, Tanya.
(01:09):
Together, they have raised twoadult children and are proud
grandparents to twograndchildren.
Beyond his professionalendeavors, Stephen actively
contributes to the community asa board member of the Jennifer
Ashley's Children's Charity,focusing on improving the
quality of life for seriouslyand chronically ill children and
their families.
Since 2014, Stephen has been anintegral part of Leader Impact,
(01:31):
actively co-leading a group inYork Region.
Additionally, he serves as theevent coordinator for the Leader
Impact York Region team.
Join us as we explore theinsights, wisdom and impactful
experiences that have shapedStephen Clemens' remarkable
journey.
Welcome to the show, Stephen.
Speaker 2 (01:50):
Thank you, great to be here.
Speaker 1 (01:52):
It is great to have you.
Now I'm just going to admit Idid stalk you on LinkedIn when I
read, when I had the intro, andI didn't put any.
There's nothing here aboutCanadian Tire.
So I'm going to tell you it isone of my favorite stores and I
think it's my husband's too.
But for anyone who doesn't know, who doesn't not in Canada,
(02:12):
canadian Tire, what is it?
Speaker 2 (02:16):
If you try to explain Canadian Tire the retail store
to Americans, it's like you cansay well, it's kind of Walmart
but not Walmart.
It's kind of Home Depot but notHome Depot.
It's kind of Dick's SportingGoods and it's kind of
everything that everything thatCanada needs under one roof.
Basically is what they try tobe.
But what a lot of people don'tknow is that Canadian Tire also
owns a lot of other businesses,including a chain of multiple
(02:40):
banners of Sporting Goods storesMarks, which was formerly Marks
for Warehouse, the brand HellyHansen, as well as many, many
other brands.
So Canadian Tire is actuallythey have their own bank.
There's a lot to Canadian Tire,more than just Canadian Tire
stores, but there is over 500Canadian Tire retail stores
across Canada where you canpretty much get anything.
I think one of the slogans isfor anything for life.
(03:01):
In Canada that's Canadian Tireother than maybe food.
But there's chips and snacks.
You could even survive off thatfor a few days.
Speaker 1 (03:07):
So I used to go to events and I would joke and say,
well, do you take Canadian Tiremoney, because I had so much of
it.
Now, that's all electronic soit's all digital now, so like
everything else that's how longI have been loving Canadian Tire
.
Speaker 2 (03:22):
There you go, yes.
Speaker 1 (03:24):
Well, I want to again welcome you to this show, and
we've got some questions for youand we're I'm excited to start
with you.
So are you ready?
Speaker 2 (03:33):
I'm ready, let's do this.
Speaker 1 (03:35):
So Leader Impact, we're always looking for a
little bit of your professionalstory and how you got to where
you are today, and I likedreading yours.
I'm Canadian Tire.
You had some big jobs senior VP, gm, national sports and then
you went on or actually prohockey first and then sports, so
again my favorite area.
But I want to hear a little bitmore about your journey, how
you got to where you are todayand if you have a couple of
(03:57):
snapshots of where pivotal orturning moments that you had
along the journey.
Speaker 2 (04:03):
Absolutely.
I grew up the son of a serialentrepreneur.
My dad was forced into businessas a 16 year old when his dad
suddenly passed away at 42without a succession plan in
place.
So later on in the mid sixties,my dad started selling sporting
goods sporting gear to schoolsacross Ontario from the trunk of
his car, which led to a 1971him opening national sports,
(04:26):
which was one of the first bigbox sports stores in the GTA.
I worked there growing up as akid and had thoughts about
staying in the family business,but ended up going in different
direction.
I went off to attend a Biblecollege in your homes, in your
home province of Saskatchewan,and I had thoughts of going into
vocational ministry.
But after graduating returnedto Ontario and ended up getting
(04:48):
back into the family business.
And over the next 24 years Iwent back and forth between the
family business and my ownentrepreneurial ventures.
And the first pivotal moment,other than some of those, was in
2005,.
We sold the family business toForzani Group, which most people
would know as Sport Check, andI agreed to stay on for two
(05:10):
years to lead the transition.
Part of the deal at the timewas my dad retire and I was a
president at the time.
So I took over and I was goingto run it for two years and then
probably move on.
I was 43 years old and it wasmy first non-family job, so I'd
always either worked for my dador for myself.
The first paycheck that didn'thave my Clements last name on it
(05:30):
was when I was 43 years old, soit was quite a change.
And five years I guess six yearslater, in 2011, canadian Tire
then bought the Forzani Group,so we went from being a small
public company to part of aniconic, very large for you
Canadian listeners, you know,but other outside candidates a
(05:52):
very well-known 100-year-oldCanadian retailer that owns lots
of other businesses.
So we were part of thatcorporation and shortly after
that, canadian Tire purchased abanner called Pro Hockey Life,
which had retail stores acrossCanada as well, so our team also
ran that.
So we were running nationalsports.
We had 18 stores at the time.
(06:12):
It was about the same number ofPro Hockey Life stores across
Canada and my initial two-yearcommitment turned into a
16-year-old career.
When I signed that contract, Ihad a friend of mine who said
he'd gave me six months and hethought I wouldn't last that six
(06:35):
months and he took the under,but in 2021, kenyatta made the
corporate decision to shut downthe national sports business,
which meant my time as acorporate executive was done.
So that's when I switched overand started doing coaching and
consulting and started nextchapter ventures with the help
of leveraging my life experience, both in business and
(06:58):
personally, to help youngerleaders and help leaders that
are looking what to do next intheir lives.
So that's where I'm at today.
Speaker 1 (07:07):
So I want to go back to because I have experienced
this the company you know youtalked about at 43, it was
national sports, sold for Zanis.
You got to check from someoneelse that didn't have your name
on it or the company name.
Speaker 2 (07:21):
Yeah.
Speaker 1 (07:22):
What was the emotions of feeling you had to let go?
I mean, this was your dad'scompany going to be yours.
What was, what was that likefor you?
Speaker 2 (07:33):
I think the when I think back about it, I remember
the first weekend I came.
I came home and my wife, tanya,said to me you seem different.
And I said, yeah, I don't haveto worry about making payroll
this week, like it was.
Like it was this huge reliefoff my shoulders that because I
had my own business for about 13years at our own, we had
(07:54):
together, we had our ownbusinesses and the rest of time
working for my father, there wasalways financial stress and
pressure.
So it was always trying likeyou're really were fighting for
survival as an entrepreneur.
Whether you were growing, therewas good times, bad times, but
there was always that pressureof having to.
You know, we had, we had, atthe peak, 800 employees.
So there was always thatimpression of that pressure of
(08:15):
performance.
And if sales were bad, if youowe the bank money and if you
couldn't pay a vendor, so therewas all that personal pressure
where now, all of a sudden, thatwas just employee number 47 or
whatever, and I was just.
You know I was, I was paid todo a job.
Whether I did it well or not, Igot paid and I tried to do it
well.
But it was just a totallydifferent experience that I
didn't know if I would like itat first, but as I got into it
(08:37):
and as I got to meet people andgot different experience, I
really I did quite enjoy it.
Speaker 1 (08:42):
Yeah, and do you think that that I mean going
from your own company?
Then you just said I enjoyedmeeting the new people.
That was just that's part ofyour journey of then ultimately
going into next chapter ventures.
Speaker 2 (08:55):
right, like it's just yeah, it all ties together.
It all ties together when you,when you look back, it's easy to
see it.
At the time you don't see it,but I think it's easy in
hindsight.
We look back and we see what.
You know what.
What's happened for a reason,and I think it was.
But there was some hard timestoo.
When you're part of a bigcorporation it's very difficult.
(09:15):
I mean, the Verzani Group was,you know, a small, medium sized
corporate company, but eventhere we were still the small
dog because Sport Check was thebig dog.
And then we're part of when wewere part of any entire, even
Sport Check, with 200 stores,was still, compared to any tire,
was really, you know, verysmall.
So you're always fighting forresources and trying to prove
(09:35):
yourself and trying to show thatyou can.
You deserve to have investmentin your business.
So it was.
It was just a completelydifferent life as an
entrepreneur.
I think you can bring some ofthat to the corporate world, but
it is totally different whenyou're in a corporate corporate,
especially a public company,where there's all the pressure
to hit quarters and and thethose you know the.
The one of my bosses used tosay that the tyranny of the
(09:58):
immediacy, like everything hasto happen today because you've
got a quarter to report on.
So it's just a completelydifferent environment than
entrepreneurial, where you'restruggling A lot of times just
to survive.
Speaker 1 (10:07):
Yeah Well, thank you for sharing that, and the next
question is a little bit aboutyour best principle of success
and if you can tell us one ofyours and maybe a story that
might illustrate that.
Speaker 2 (10:21):
Okay, I think for me, when I thought about this, it's
the principle is, it's notabout me, and I guess some
people call it servantleadership, but I think it's a
lot more than that.
Whether I was a corporateexecutive or an entrepreneur, it
was very easy and franklynormal to think how everything
impacted me personally.
What was my role, mycompensation, my recognition, my
(10:43):
P and L, my team, my family?
It's only been over the last 10years that I started to look at
things differently, put theneeds of the business and the
people in it ahead of my own,and I'm still not perfect at it,
but it's something I strive forevery day, and I can give you a
couple of examples that I thinkpeople can relate to.
The first one is happens allthe time is, at least for me is
I'll be in a meeting or asituation where I know there's
(11:06):
something I should say or speakup, and obviously I think it's
it's it's needs to be saidbecause it's in my mind and I've
got experience in that area.
But my first thought is whatare they going to?
What is going to be?
How am I going to be perceivedfor asking this question in this
situation?
Am I going to be a troublemaker?
Am I not going to be a teamplayer?
Am I going to be going againstthem, you know, against
something the boss had in mind.
(11:26):
So I often think about that andit really comes down to.
I think it's fear, becausewe're thinking more about our.
You know what it's going tomean for us versus what it's
going to mean for the company orthe people.
And the specific example thatplayed out for me in the
corporate environment was Iregularly have leaders, senior
(11:46):
leadership, team meetings thatyou know fairly high level, and
we would have up to 10 people inthe in the meetings and these
would be pre covid, so they werealways in person.
And during a challengingbusiness time we had a regime
change so we had a new leadercome in, very high level, very
great, great leader, brilliantthinker, lots of big ideas,
(12:07):
quite open minded and reallynice person.
You know we really like thisperson.
They often had ideas that wereso big and so out there that we
just in the room we kind of knewthis is no way that we could
actually execute on this.
So Initially a lot of thoseideas just went right through
and we ended up trying to dothese things because everyone
was, you know Things, businesswasn't great when they came in,
(12:29):
so it wasn't like we could saywell, we've got it figured out.
You know what you're talkingabout.
So there was some of some of notwanting to stir the pot, not
wanting to make a bad impressionon the new leader, which is
protection of your own job,protection of your own business,
business unit.
And I think that it wasn'tuntil I really clicked into this
idea that it's not about me,that I was willing to stand up
and you know, just.
(12:49):
You know speak up and just askthe right questions and Not
really thinking first andforemost about what an impact to
me.
But what could happen if Idon't speak up?
Because the responsibility tospeak up is there, because
that's why I'm in the room, Iwas invited that room for my
experience, and if I don't speakup, then I'm not doing my job.
So Two interesting thingshappen.
One is that Some of the othersenior leaders in the room, as
(13:12):
we would take breaks or have themeeting would end, would come
up to me confidentially and saylisten, I really thank you for
asking that question because itreally need to be asked, but I
was too scared to ask it and Ihope you can keep doing that.
And I was like, well, I feelwhy I will, but you know you
need to speak up too.
But they were fearful.
And the other thing was thatthe leader in question loved it
like he wanted people to.
(13:32):
You know they wanted people toto challenge, they walk, because
they love that kind of, theylove the debate, they like they,
but they don't want a bunch ofpeople nodding their heads.
So for me, I was able to takethat and translate to my
leadership team that worked withme and you know I was able to
pass on.
I've heard a couple of thingsthis kind of some of the leader
impact stuff, but one of the oneof those Nikki gum, nikki gumbo
(13:54):
from alpha.
He called it the obligation todissent.
Patrick Lencioni talks aboutmining for conflict, the idea
that you need people to disagreein a meeting.
You need people to speak up andhave their voice heard.
So even if you don't go withtheir, with what they, what they
want or what they're hoping for, it doesn't just become a bunch
of people advocating for theirown ideas, it becomes everyone
(14:15):
pulling the same direction.
So I think, unless you're gonnahave the, the, put the company
and the people first ahead ofyourself.
You're not gonna be able to dothat, so certainly not perfect
that it, but I think that's.
That's something that I'vereally tried to apply, or less
many years.
Speaker 1 (14:30):
Yeah, I love that.
I think people listening youknow you were invited to the
table.
Whatever table, whatever board,whatever council, you were
invited to come and to let go ofthat fear and and the need to
speak up, because that'sdiversity.
If I was invited to a table asa female and it's all male, it,
whatever, whatever diverse,diversity is that we are invited
(14:53):
and we have to speak up.
So that's a great.
You know it's.
Speaker 2 (14:57):
It's not about you, it's about the best thing for
the company, the best thing forthe people and if and that goes
in a lot of different directionsIf you think about guys do
making decisions, you know,because it's very easy, as I
said, especially in a corporateenvironment, to be so focused on
your own business unit Even oryour own, your own people, your
own team and not think about therest of the company.
We're not thinking about otherdivisions or not thinking about
(15:19):
other people and the impact ofyour decisions are gonna have
another people.
So I think there's a lot ofselfish leaders.
I thought hopefully not as manyas there used to be.
I mean, there's one of thegreat books we studied, a leader
impact is leaders eat last, bySimon Sinek, and Kind of you
know talks about that.
That's one of the you knowplaces.
I kind of first startedthinking about that and I think
(15:40):
there's other others, but that'sone that stands out to me.
So yeah.
Speaker 1 (15:44):
So I think what I've heard and I just want to confirm
is that when you were anentrepreneur versus now in the
team, would you say that you putyour head down more as an
entrepreneur Because you you'refeared about paying the bills,
but now you have an opportunityto sort of look up and go this
is what's best for the company,or would you say there was a
transition there?
Speaker 2 (16:04):
for sure.
Yeah, I think you.
Yeah, it depends on how.
As an entrepreneur, there's somany, there's so many different
you can be riding really highand you could be really, really
low and you could be in themiddle at where.
For corporate, I think it's justmore.
It's just, it's more every day.
You just got to show up andkeep doing your job and trying
to get better.
And I think where entrepreneurshave a lot more highs and lows
(16:26):
at least I did as anentrepreneur and I saw that with
my family, my father's 84, he'sstill an entrepreneur.
So you know, I see that withhim.
So I think that it is there'smore consistency and more
opportunity to maybe thinkstrategically in a in a
corporate environment whereoftentimes you don't have that
luxury as an entrepreneurbecause you have to put food on
the table for yourself or youremployees and you're not really
(16:47):
able to step back and make astrategic decision that you know
it'll be right in the longerterm, but then you weigh that
against the corporateenvironment where you got to hit
your quarter.
So there is some similaritiesbut there's some differences as
well.
Speaker 1 (16:57):
So which is a great reason for a coach.
Speaker 2 (17:00):
Yeah, there you go.
Speaker 1 (17:01):
All right.
So I mean, I think we all knowwe learn more from our failings
and mistakes than our ownsuccesses, and I was wondering
if you'd be willing to share oneof your greatest failings or
mistakes and what you havelearned from it.
Speaker 2 (17:13):
Sure, this is hard because I've made so many, but I
will share one of the biggestand most recent I did mention
about national sports wasstarted my father trunk of his
car 1960s as our peak 21 stores800 employees and $100 million
in sales.
There was many ups and downsover the years but the brand in
Ontario was always strong and wehad a lot of loyal employees
(17:35):
with many, many with 20 plusyears experience.
When the business was sold in2005,.
Since that time, we had manydifferent structures but and I
had many different bosses andwe're different owners, but
ultimately I was always incharge.
So, you know, as we went into,as we went into COVID, as we
went into 2020, 2021, any timemade the difficult, strategic
(17:58):
decision to close down ourbusiness.
So at that time, immediately,obviously I you know, I
understood completely from astrategic point of view, from
any tires point of view, whythey were doing it.
It made sense for them.
But I had so many thoughtsabout what I could have done
differently and how he couldhave saved that business and the
responsibility had to the 800employees and and responsibility
to our vendors, responsibilityto our customers, and it was a
(18:22):
very emotional time and it wasvery, very difficult and
heart-wrenching and I just youknow it was very difficult time.
But what, what I guess happenedthrough that is, first of all,
respectfully I was, I was giventhe opportunity by Canadian
Territory to allow to stay onwith my team and lead this
closing.
So, you know, we set a goal tomake sure we operated during the
(18:43):
close down the same way we didfor the 50 years before that as
a company, provide the bestpossible return for the
corporation while treating ouremployees and our customers and
our suppliers with respect andfinding jobs for the employees
within the organization whowanted them, which we were able
to do and just providing a firstclass experience, even though
we were closing the businessdown.
(19:04):
And as the closing got underwayif you know it's hard to
remember, but only you know itwas only two and a half years
ago we were still in COVID.
So in spring of 2021, we werein kind of that second wave
phase and that's when we wereclosing these stores.
So, my wife, tanya, we did across country, a cross Ontario
road trip to every store to saythank you and goodbye to our
store teams.
And what amazes me, what amazeme then, and still amaze me, as
(19:27):
I think back now is every singlestore, the store general
managers and the teams.
They were more concerned aboutme I'm going to get teary now
more concerned about me than wewere about them, and they were
losing their jobs.
They'd worked.
They'd worked the front linesduring COVID with masks, all day
long, and now here they were,you know.
So, as we hugged and we criedand we laughed and we giggled
(19:48):
and we, you know, we grievedtogether, it was just amazing to
see that the culture that wehad built in the company, they
were showing me what it meant tonot be about me because they
were making it up.
It was about the Australianmaking it about them and they
were trying to make it about me.
So it was very, very emotionaltime and but we learned a lot
and I just saw, I was just soproud of all the people that we
worked with.
Speaker 1 (20:07):
So yeah, that's a pretty big deal to travel across
to all your stores andpersonally greet them, to shut
them down or to you know that'sa big deal.
Most people, would you know,send out the letter, the email.
I don't know that was a?
Speaker 2 (20:24):
yeah, it was, it was, it was normal, it was something
that I it was.
It wasn't even in question.
We were going to do that and itwas just.
You know, we, we made sure thatthe as many of the team members
as possible could be there.
They knew we were coming inadvance, they knew when we were
coming and and when we'd bethere, so they could try to make
sure they were there if theywanted to see us and ask us
questions, and and we try tofind out if they have jobs yet
or if they're looking for jobsor anything we do to help them
(20:46):
find jobs.
And, as I said, almost almostevery I think pretty much
everybody who wanted to staywithin the company, we were able
to find a job somewhere else inthe organization and several
decided to leave and we wereable to help them find jobs
elsewhere as well.
So that was kind of the drivingforce behind trying to.
And also, just, we hadcustomers that were third
generation customers that youknow had their, their
(21:06):
grandparents had come to ourstores and they were, you know,
as kids now.
So the customers were really,you know, really sad, but at the
end of the day, that businessmoves on and we all, we all
learn and grow.
Speaker 1 (21:18):
Yeah, it's a great story.
Thank you for sharing that.
At Leader Impact, we want togrow personally, professionally
and spiritually for increasingimpact, so I was wondering if
you'd be willing to share anexample of how the spiritual
makes a practical difference inyour life as a leader.
Speaker 2 (21:35):
Sure.
So I told you about going toBible College.
What I didn't tell you was thatafter Bible College, when I
returned to the family business,I drifted away from my faith
and I would say for almost 30years from a faith perspective,
I was wondering the wilderness,really a true prodigal.
And it wasn't until the fall of2013,.
My wife, tanya gave her life tothe Lord and together we
(21:57):
embarked on a spiritual journey.
Hers was new and mine was beingrenewed.
Early on in that process, inApril of 2014, before we'd even
started really going to aregular church, we were
introduced to Leader Impact by agentleman named Denis Frappier
at a Saturday night dinner partyand three days later I was at
his.
In the spring of 2014, I was athis 7 am Tuesday meeting and
(22:19):
I've been going to a meetingevery Tuesday morning, except in
summer breaks since then, andthe people I've met, the books
we've studied, the outreachevents we've planned have
literally changed my life and,as we say at Leader Impact,
we're focused on all threepersonal, professional and
spiritual.
For me it's beentransformational and the only
reason I can even think abouttrying to practice a principle
(22:39):
that's not about me is becausemy foundation and my
relationship with God through myLord and Savior, jesus Christ,
and knowing it's all about him.
I try and remember that everyday, performing for an audience
of one, and it's not reallyabout me, so I think really it's
for me, it's everything, yeah.
Speaker 1 (22:56):
So, going back to Briar Crest, how did you get
from Ontario to Saskatchewan, toa?
That's not a large college.
Briar Crest is not large.
How did you get there?
And then how did you get thereand then leave there with and
step away from the faith for 30years?
Speaker 2 (23:13):
Probably another podcast, but I'll do it quickly
because I can.
The people who know me wellhave heard this story, but my
grandmother was the Dean ofStudents.
I went to live with her ingrade 12.
I had there was some strugglesat our home.
My parents had split up when Iwas younger and so I lived with
my grandma at Cairnport in grade12.
And then I stayed on and wentto Bible college for three years
(23:34):
.
I returned back home, back tothe old place I lived and back
to my old friend group, back tomy old life, and it just kind of
they really didn't have thesupport in this place.
They didn't really have achurch and really have sound
habits, and so it was just kindof a literally a drift that just
happened without having reallysupport in place to something
like Leader Impact, where Icould have plugged into that.
(23:56):
I would have had people likeminded people that I could have
shared my journey with.
I didn't have that.
So I think that was one of thereasons.
Speaker 1 (24:02):
Yeah, I think that's common.
I think I've even myself when Ileft here grade 12, I didn't
come back to the.
I mean, I only went to churchon Sunday because my mom took me
right Like it wasn't arelationship, it was just church
on Sunday and it took me.
It was 12 years, like I think Iwas.
(24:22):
I was past 30 when I decided to.
It was time and I don't thinkit's uncommon, but I wanted to
hear your story.
Speaker 2 (24:32):
I'm like I didn't go to Bible college?
Speaker 1 (24:33):
Yes, so at Leader Impact, we are about leaders
having a lasting impact, and Iknow in your bio you talked
about generational impact, soI'm excited to hear this
question, cause, as we continueto move through our own journeys
, have you considered what youwant your faith legacy to be
(24:53):
when you leave this world?
Speaker 2 (24:55):
Yeah, this question really made me think and start
with a few things.
One is John Maxwell says andI've got it written up on my
wall so success means havingthose closest to you, love and
respect you the most, and that'salways been something I've
thought about.
And we recently had a funeralfor a close family member and it
reminded me of the otherthought of living our lives for
(25:17):
those who will live, who'll bein the first two rows of our
funeral.
So it's really having thosepeople closest to me that that
know me the best, really respectme, love me the most.
And then, this morning actually, I listened to one of my
favorite songs called Christ bemagnified by Cody Carnes, and it
just made me think that reallywhat I'd like my legacy to be is
that Christ was magnified in mylife.
(25:37):
And, mike, that's why my youknow the current mission to
leverage my life experience toevoke people, starting with my
own family, live with purposeand make a Generational impact.
It's got to be more than justabout making money.
It's got to be more about justbuilding businesses.
It's got to be about people,and I Think specifically all the
people I've met at leaderimpact and the groups, the
changes I've seen in people andtheir families and their
(25:59):
personal, professional,spiritual lives is a big part
for me and I think that'll liveon long after I'm gone.
And About six years ago Istarted with a small group of
people.
I Invited them to join mereading the Bible in a year and
we've had the and we've had agroup the last six years.
It's sure we got about 40people reading the Bible on a
plan on you version Bible appand it's been amazing to see how
some people's lives have beenchanged just by reading the
(26:19):
Bible every day.
Speaker 1 (26:20):
I know at least two other groups have spun off from
that doing the same thing, sowe've got people reading God's
word and that's something I liketo see grow and continue to
yeah, in our I have a leaderimpact group and so when you
talk about reading the Bible,for year Some people have
struggled and I'm like, well,you could, you could read it in
chronological order, and Becausepeople just pick up the Bible
(26:41):
and they read it from front toback, I never knew this till a
few years ago.
So yeah.
I mean, and I don't know ifpeople know that you can just
Google Chrono, like read theBible chronological order, and
it's a year and it's easy andyou read it, how it happened and
and you can do it on the youversion app.
Speaker 2 (26:56):
I've done that, it's yeah so many options we've done
in different ways and there'slots of different ways and we
try to change it up every year.
This year we're actually usingthe Nikki Gumbel from alpha,
using his plan.
He's got lots of greatcommentary and, oh, we've done
different ones.
We've done chronologically.
There's a there's somethingcalled the Bible project which
I'd highly recommend.
They have videos, interactivevideos, which are great, and
(27:17):
they there's that they haveplans for New Testament, the
whole Bible in different orders,and that gives a lot of
commentary along and instructionalong the way as well.
Speaker 1 (27:24):
So yeah, and people can do this at home.
I mean, you can?
Share with leader impact, but Ithink it's a.
It's a great start and whenyou're not sure, so yeah, we'd
open the door, all right.
Well, our last question is wealways want to know About our
people we're interviewing.
Is what brings you the greatestjoy?
Speaker 2 (27:44):
Well, in a few, a few months, my wife Tanya and I
will celebrate a 33rdanniversary and, as I mentioned,
you mentioned earlier we havetwo adult kids, two
granddaughters.
We actually were able to havelunch without two granddaughters
yesterday, and just spendingtime with our kids and grandkids
and seeing them grow as peopleBrings me joy.
My wife Tanya has her own homestaging and home styling
business.
She had for the last 10 yearsand seeing her grow in her faith
and as an entrepreneur andbusiness leader Brings me joy.
(28:06):
The two of us are best friends.
We'll have to travel Together.
We've been many amazingdestinations all over the world
and see how much she loves toexperience new places and
cultures.
That brings me joy and, most ofall, I would say that knowing
that after 30 years in thewilderness, jesus welcomed me
back as his prodigal son alittle over 10 years ago brings
me the ultimate joy.
Speaker 1 (28:27):
Yeah, Stephen, I want to thank you for sharing all
that.
It.
It takes time out of your dayand, and I think just sharing
stories is whatever Everybodyneeds to hear, and I think
that's why I show up here on thepodcast is to hear stories,
because it just it Builds my ownfaith every time I show up.
(28:47):
So, thank you.
Speaker 2 (28:49):
Well, thank you.
Thank you for doing this.
I know it takes a lot of timefor you and I know you're busy,
so I appreciate you taking thetime to do this.
Speaker 1 (28:55):
No, I love it.
Well, so this ends our podcastversion.
But if anyone is listening andthey want to engage with you,
how can they find you?
Speaker 2 (29:04):
I am on LinkedIn.
I've only been on LinkedIn forabout a month, but I am on there
so I'm new to LinkedIn, and Ialso have a Business site, next
chapter ventures, dot ca, andpersonal site, Stephen Clements
comm, so there's lots of placesto find me, so LinkedIn's
probably his way to startconnect with me there.
Speaker 1 (29:23):
Awesome.
Well, Stephen, I want to thankyou for joining us.
It has been a pleasure to spendthe last hour, half hour, with
you.
It's, it's been a joy, thankyou.
Speaker 2 (29:30):
Thank you very much, lisa.
I appreciate it.
Thank you, you're welcome.
Speaker 1 (29:34):
All right.
Well, if you're part of leaderimpact, you can always discuss
or share this podcast with yourgroup.
And if you are not yet part ofa leader impact and would like
to find out more and grow yourleadership, find our podcast
page on our website, leaderimpact dot ca, and check out our
free leadership assessment.
You will also find on our webpage chapter one of Braden
Douglas's book becoming a leaderof impact.
(29:54):
You can also check out groupsavailable in Canada at leader
impact dot ca or, if you'relistening from anywhere else in
the world, check out leaderimpact calm or get in touch with
us by email info at leaderimpact dot ca and we will
connect you.
And if you like this podcast,please leave us a comment, give
us a rating or review.
This will help other globalleaders find our podcast.
(30:15):
Thank you for engaging with usand remember Impact starts with
you.
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