July 17, 2025 • 31 mins
In this episode of The Leadership Table, Jason sits down with Renee Sjulin, Vice President of Runza® National—a 76-year-old brand rooted in people-first leadership, legacy, and a commitment to excellence.
Renee opens up about what it means to carry a family legacy forward while innovating for the future, how Runza builds culture that sticks, and why grace and honesty are essential traits for modern leadership.
This is a must-listen for operators, executives, and team leaders looking to lead with more clarity, consistency, and care.
🔍 Topics Covered:
- Leading with purpose across generations
- How “We rise each morning…” shapes team culture
- Developing leaders from within a legacy brand
- Navigating change while staying values-driven
- Honest performance management and follow-through
- The power of external partnerships to support growth
- Mentorship moments that shaped Renee’s leadership
🎧 Listen & Subscribe:
Available on Spotify, Apple Podcasts, Amazon Music, and YouTube
🌐 More: www.jasonebrooks.com/podcast
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jason E. Brooks (00:05):
Hey everyone, jason E Brooks here and welcome
to the Leadership Table, whereconversations inspire, lead and
elevate.
Today's episode is one I'mreally excited to share.
I'm joined by Renee Shalin,vice President of Runza National
.
Runza is a beloved brand acrossthe Midwest, known not just for
(00:28):
great food but for its deeproots in family values and
people-first leadership.
Renee and I talk about what itmeans to carry forward a legacy,
how to build a culture thatactually lasts and how leaders
can rise each morning withpurpose and clarity.
If you're passionate aboutintentional leadership, this
(00:51):
one's for you.
Let's jump in Now.
I have to be honest.
I've been out to Lincoln twicenow and Runza is synonymous with
Lincoln, with Nebraska, withthe Midwest.
An amazing set of operators, atruly family-run organization,
(01:13):
not just the family from thebeginning, but family with how
you bring in your teams.
People come in at the age of 15, 14, and they stick around
until they're 30, 40, 50.
Truly, it is in the blood, inthe veins and it is deeply
(01:36):
rooted.
Now how do you see your role incarrying forward the legacy of
family while continuing to leadinto the future of the
restaurant business?
Because you do an amazing jobat it.
Renee Sjulin (01:52):
Okay, well, thank you.
Yeah, so Runza is in its 76thyear of existence and so I will
have to say I think there's alot of goodwill that's been
built up over those years, evenbefore I was involved.
So I've got to give props toeverybody that came before me,
(02:13):
not just my family, but all ofthe countless operators that
we've had.
But I guess, at this point,this stage in my life,
definitely getting to where Ineed, we are working on a next
gen of Everett family members.
That's my maiden name, sallyEverett started runs us 76 years
(02:36):
ago, who happens to be mygrandmother.
So I'm generation three, sogeneration four, we are starting
to get them involved, but it'smuch more than a couple of the
members of generation four.
We are, you know, promotingeven more, bringing on more, you
know, internal departmentsdirectors leading by example is
(02:59):
number one.
I know that sometimes seemscliche, but I believe that
promoting what we need to do forthe next 25 years, the human
resources aspect, the humanportion, I guess I know is the
most important.
My background I'm an accountant, you know, actually, so the
(03:21):
numbers and all those thingshave to make sense for sure.
But I think that human portionis the base of the pyramid and
teaching the next gen of leadersjust the human aspect,
respecting everybody, valuingevery person and I think that
(03:41):
that's a lot of why Renza isstill here.
I think we stand for that.
I think people in the communityunderstand that we're more than
just a unique product that's abig part of it but quality that
quality of product is number one.
But you can't have quality ofproduct if you don't have
quality of individuals and howyou treat people.
(04:03):
I think that's the mostimportant.
As a leader, I have to alwaystry to strive.
I'm not perfect.
However, I have to understand.
You know, when you're in theposition of power whether you're
the manager of your restaurantor you know, at the corporate
office we have to be the ones tooffer more grace.
(04:25):
I mean we have to recognizethat we are in that position.
Don't brag about that, but knowthat if we get feedback, that
maybe is not what we wanted tohear, whether it's about ourself
or leadership style I mean weall have a nature about us that
might be oh want to be defensive, but one thing is you got to
(04:48):
grab yourself and say I'm theone who has to give more grace.
I have to see their point morethan they see mine, and I think
that that's what we have toprepare our leaders for to go
forward.
I think that's the mostimportant thing.
Jason E. Brooks (05:04):
It is very refreshing and energizing to
hear about how an accountantputs people first Not to say
that that's impossible, butwhenever you think about that
role and that mindset becausethat's something that you get
into, because you analyze notoverly, but you like to get into
(05:28):
those, to those details withthe numbers and to hear you
speak to the human element inwhat's done in leadership.
That it's not just about thosenumbers.
That's amazing and that's whathelps to build that legacy and
that leadership.
That it's not just about onesand zeros, it's about how do we
(05:51):
put ourself first in what we'reexpecting, meaning how do we put
ourself in those shoes andactually show it and live it,
versus just have thatexpectation and look at the
bottom line.
That's what's made what Ibelieve runs us so amazing as a
brand and a movement.
(06:12):
Now your email signature.
It says and you've gotten a lotof my emails, I'm sure right
now it's probably spam mail,spam mail but your email
signature says we rise eachmorning to provide exceptional
(06:33):
food and service.
Can you share how thatphilosophy translates into how
you lead and develop your team?
Renee Sjulin (06:42):
Right.
So for your viewers, that arepeople that are listening, that
don't understand what runs arestaurant is.
So we are hopefully a cut abovea quality, a fast food, quick
service restaurant and ourproduct, our signature product,
the runs a sandwich.
Jason E. Brooks (07:02):
Oh, I'll pull that up right now so that people
can, so that people can see it.
Yes, absolutely.
Renee Sjulin (07:08):
There on the screen that product is made.
It's ground beef, cabbageonions and spices baked inside
homemade bread that is madeseven days a week at each of our
90 plus locations, so that day.
Jason E. Brooks (07:24):
You have some gorgeous locations too.
You have some amazinglygorgeous restaurants, Right?
Renee Sjulin (07:31):
So every day when our people go in, we aren't open
at breakfast because we have alot of production and prep that
we need to do, and so a typicalperson might roll in around 7.30
or 8.
They are making the dough andthey are are making that Runs a
Sandwich from scratch, you know,seven days a week, and that
(07:53):
onion rings are made fromscratch seven days a week.
We don't take Sunday off, we dothat every day of the week.
And so, getting back to you,asked about what does that?
What?
We rise each morning?
Well, we think that's a greatway to we rise, our dough's
rising.
We get up every morning, werise to provide exceptional food
(08:15):
and service.
And so we, I'd like to think inNebraska we are one of them, we
own the quality niche of themarket in Nebraska and our
states that we're in in theMidwest and we'd like to think
that we are living that missionstatement or purpose statement,
(08:36):
whatever you want to call that.
We are living that and it justexplains what we do and what our
passion is rising every morning.
That again, that's why we'renot open for breakfast, because
we are doing that and then weare.
We're open about 1030 to 1030,seven days a week.
But does that kind of explain alittle bit, I guess, to your
(09:01):
your question about it andwhat's behind it.
Jason E. Brooks (09:04):
Absolutely, and I, I I gotta say even from
charlotte, a lot of yourlocations, with jason teely in
amazing figure, that's in yourbrand and I've seen the
footballs being made within yourrestaurants, the the dough
being cut inside of yourrestaurants, them making that
(09:25):
cabbage and ground beef fromscratch, and the onion rings in
its own machine being made everysingle day.
It is amazing and that comesfrom great culture, which is
where I want to go to next.
You know, because everyonewants that stickiness, wants
(09:46):
something that sticks, and yourculture does stick.
What are some of theintentional choices Runza has
made?
To build and maintain a strongpeople first culture, especially
across generations, for 76years and growth to over 90
(10:07):
locations.
Renee Sjulin (10:08):
Okay.
So number one, we kind ofalready touched on it quality.
Now, not everybody wants arestaurant career.
We respect that.
However, I think, as far aswhether the team member has been
with us six months, a year ormany years, I think they want to
(10:29):
be a part of something thatspeaks to quality.
So I think that's veryimportant of our company stores
and a lot of our managers thathave gone on to be franchisees
and our corporate office staff.
They have the opportunity toinvest in their location real
(10:51):
dollars, and that has been.
I think I believe 70% of ourcompany on locations are what we
call store partners, whichmeans they own a really sizable
chunk of the location, buildingreal equity.
I believe that is one of thehallmarks and it's been this way
(11:13):
for years.
We've done this.
My dad brought that aspect ofownership 50, 60 years ago.
I believe that's another reasonwhy people stick around,
because we value them enough to.
You're going to own stock inthe identical way that I might
you know.
So that, I think, is very, veryimportant.
(11:36):
A culture of we talk kind ofabout just here's one aspect
Everybody in our organizationdeserves our attention and
follow-up.
So one of the things I'd like tothink, and I'm sure I'm not
100% on this always, but we tellour people building culture
(11:56):
people want to trust.
They trust people they work forif they follow through on
things.
You know, if a team member asksyou for something, maybe it's
not something that the generalmanager is excited about, even
if the answer is going to be no,don't say to them well, I'll
get back to you and not get backto it.
If somebody in a generalmanager of one of our locations
(12:18):
emails the office staff, we tellthem you have to get back to
them.
Assuming you're not on vacation, you got to get back to them.
Assuming you're not on vacation, you got to get back to them
within a day.
Even if you don't like you knowthey're not going to like the
answer you got to get back tothem.
So I think just thataccountability of respect each
other enough to follow throughwith great communication I think
(12:40):
that that's another thing.
Jason E. Brooks (12:43):
So, hey, there it's, jason, jumping in for a
quick moment.
If you're enjoying thisconversation with Renee Shalin
about leadership culture andintentional growth, I want to
let you know that my second book, every Team Needs Coaching, is
officially launching soon.
It's the follow-up to EveryLeader Needs Followers, and it
dives even deeper into thesystems, mindsets and practical
(13:05):
tools that help leaders coach,not just manage.
A lot of what Renee and I talkabout, like building bench
strength, shaping culture andgrowing people on purpose, are
exactly the themes this new bookexplores.
If you haven't picked up EveryLeader Needs Followers yet, you
can grab your copy now atjasonebrookscom or on Amazon,
(13:26):
and if you already have it, besure to pre-order Every team
needs coaching today, so you'reready to keep building that
momentum with your team.
All right, back to the episode.
It's that relationship growththat pays dividends further on
(14:00):
down the line, at times whenit's really needed, or even just
because.
Now I do want to switch gearsbecause, of course, there's lots
of great, rosy, wonderfulthings that are going on, but we
know that in multiple timeswithin our business not just
right now, but throughout manyyears we've seen many changes,
many challenges.
So the restaurant world is justbasically always changing fast,
(14:22):
no matter what, whether it'stech, whether it's something
that's outside of our control,whether it's a new kind of flu,
but labor challenges and techboth tend to be something that
everyone is going through.
So how do you navigate changeat scale while keeping true to
(14:44):
Runza's core, because it is alot of changes from many
different areas?
So how do you navigate thatwhile still sticking true to
what Runza's core is?
Renee Sjulin (14:55):
Right, well, real quick.
I do have a couple of answersfor that, but I will say, you
know we make scalability forRunza hard.
We don't open more than youknow.
One to two or three locations ayear.
That's not exactly over 76years, just what a lot of chains
would aspire to.
(15:16):
But again, we make it hard onourselves because the product is
homemade every day, seven daysa week.
This is not a product thatwe're sending in, you know,
frozen, that kind of thing andso.
But to answer your question,through all the different
challenges, because trainingpeople to make a great runs, a
(15:36):
sandwich, for it to be pretty,and all these different
standards, high standards thatwe put on ourself.
So when COVID hit, I mean thatobviously was the last kind of
big disruption.
Now the economy is also adisruption.
Obviously we're entering someuncertain times, but it was
uncertain when COVID hit andeverybody in the restaurant
(15:57):
world will know and rememberthat all of a sudden we all
struggled with labor shortages.
Right, people weren't wantingto work in person, those things,
those real fears, and we wereall fighting for team members.
Nebraska is almost always everyyear in the top five lowest
(16:20):
unemployment in the entirecountry.
We have less than 2 millionpeople in our state, so that is
not new to us.
However, some of the things thatwe did to react to this, so to
speak, is one new departmentthat we developed was called we
call it T-Force training force,and so there's three of them in
(16:43):
that.
We took and hired from withinthree people at our corporate
office and they go out and theyintentionally help all of our
locations.
Many of them are companies toown, but you know we would
answer the call with thefranchise if we can, but our
company owned.
They go out and they help doorientations and training.
(17:05):
Literally, that was a bigpressure that our managers have.
Now they don't spoil them anddo all of it forever.
They go in and say we're goingto help train this up, but we're
going to help you do it betteras well.
T-force was really a greatthing for us.
I guess it's all you call itanother middle management level
(17:27):
but we needed that to make sureour standards did not fall and
to give our management teams inour stores the breathing room
that they needed.
And we started that about threeyears ago and it's been
transformational for us.
Jason E. Brooks (17:43):
Now, there's a lot of great learnings that can
come from internal teams.
There's a lot of greatlearnings that can come from
within the region, but I don'twant these listeners to think
that everything can Runza as abrand.
How do you think that externalpartnerships can enhance
(18:17):
internal leadership andoperations?
Renee Sjulin (18:21):
Well, absolutely.
I think if you're a greatleader, you aspire to be a great
leader.
You have to go to conferences,trade shows.
You have to go eat at yourcompetitors.
You have to travel to anothercity.
You have to look at what otherpeople are doing.
(18:42):
You have to learn from that.
That learning can never stop,and I admire a lot of our
competitors, you know.
I mean, okay, we'll useMcDonald's, for example.
They are not in the samehomemade from scratch space that
we are, but what they do, theydo very well.
(19:02):
They recognize what their nicheis, and so, but one of the
things that we have we encourageour people to We've taken sets
of franchisees and managers andoffice team to conferences and
one of them that I've evenduring the pandemic, there was
(19:25):
restaurant shows.
There weren't a lot of them, butthere was a Florida restaurant
show and I tried to go to thatbecause that's one of the
largest, obviously, restaurantmarkets in the country is
Florida, and so, for myself, Itry to go to that most years
because they have great speakersat that, and when I see a
(19:46):
speaker or consultant that Ithink is speaking our language,
I like to bring them, if I can,into our office or with our
general managers, because, well,I can give them ideas.
They want to hear from somebodyelse who's walked the talk, so
to speak.
And, jason, I have to brag onyou.
(20:08):
I saw you at the FloridaRestaurant Show two years in a
row and the second time I'm like.
His message is genuine.
He's not from necessarily theMidwest, but the genuine real
nature in the communicationskills he has completely aligns
with our values and our style.
(20:30):
And I don't do it all the time,but I know I approached you and
said hey, you know you speak alot about multi-unit operations,
helping district supervisor,business consultant teams.
We have a really good team.
However, I think it would begreat I don't think we've had a
(20:54):
consultant come in and justspeak to that group and let's do
this.
And so we have really enjoyedworking with you, jason.
Jason E. Brooks (21:05):
You know that middle management ground, that
multi-unit manager group, isalways a challenge for any brand
because we see our leadersdoing extremely well within
their four walls.
They may even have stretchassignments to another location
(21:27):
or two additional whilebalancing.
But trying to find the rightprocess, the right training, the
right post-role training notjust the first four weeks, but
three years after, 10 years,after 20 years after, to keep
(21:47):
that knowledge growing is achallenge within that multi-unit
manager level.
You are right, that's one ofthe things that I really focus
in on, but one of the otherthings that you said that it's
not just about being on stageand speaking well to it.
You have to be able tounderstand what is something
(22:12):
that can embed into what'salready going on with a brand,
not creating something new.
That's a flavor of the month.
What is it that is truly neededthat can be a component to
what's already going on, andthen making that match within
the culture.
That is the biggest challenge.
I love that you gave me theopportunity to be able to do
(22:36):
that with Runza, your team, anamazing team, an absolutely five
star team.
It doesn't mean that we stillcan't, like you said, hear
things from a different leveland look at how can we look to
increase how we do things whilemaking it easier for us to focus
(22:56):
on the big levers, becausethose fires, those day-to-day
fires, happen all the timewithin our business, whether at
the office, at an associatelocation or at a franchised one.
How can we still maintain andfocus on what the true big
levers, big goals are within ourbusiness so that we don't miss
(23:17):
steps while fighting those fires?
Now, you know it's this.
This podcast isn't just aboutRunza or Jason.
It's about leadership.
It's about times within ourpast that we've had someone help
us see leadership different.
(23:39):
Have there been any standoutmoments or mentors that helped
shape the way you lead today?
Renee Sjulin (23:47):
Well for sure.
Well, I'll talk about my father, my grandmother, yes, I had.
It was wonderful.
I knew her for quite a while soI saw her quality standards and
I saw how much quality productmeant to her.
Pass that on to my father.
My dad, I'm not sure he wasn'tthe type that would be that
(24:10):
would.
That would ever be preachy.
I don't even know if he alwaysknew what.
I had a young dad and I don'tknow if he always understood,
but he was a great entrepreneurand a leader and he and and some
of the things he said to methat I just think universal and
I think even nowadays everybodyneeds.
(24:31):
But he would just say you know,put your best effort forward,
worry about what you do, don'tworry about what others have,
don't worry about what othersare doing.
I mean, yes, on some level.
Right, I talked about wantingto know what our competitors and
learning from them, but don'tlook to drag those people down.
(24:52):
You do you the best you can.
Jealousy, those kinds of thingscan never come into anything.
He talked about that quite abit.
He talked about that when hewas first in.
It wasn't like Runza was thisbig thing.
He just said you do the best,you mind your business and do
what you do best and not haveanimosity about what others have
(25:16):
, you will be happy your wholelife and, boy, I think that that
has been.
I just think that that's agreat lesson in your personal
life and at work is juststicking to that core thing.
Again, I don't that wassomething that he definitely he
didn't preach necessarily, butit was clear in there and he
(25:39):
meant it in a good way.
Yeah, I mean, I guess I want tosay those two definitely in my
family were great mentors thatway.
Jason E. Brooks (25:50):
Wise words from an amazing leader and
entrepreneur.
Now I ask signature questionsto all of my guests at the
leadership table, and these twoare some of the things that just
help us just say hmm, that's agood way to think about things.
(26:10):
But if you could sit at aleadership table with three
other leaders, whether alive orfrom history, who would you
choose and why?
Renee Sjulin (26:23):
So number one would be George Washington,
because when I think about whathe did tromping through the snow
and the cold and to try torally I mean obviously that was
the ultimate in leadershipskills.
People were starving troops,they didn't have much to offer
him, but he always gave themhope.
And then of course we know hewas also once he became
(26:47):
president, he was kind ofreelected president.
He did two terms and, eventhough it wasn't in the
constitution, he said you know,nobody should be president more
than eight years and he kind ofset that important precedence.
And I just think you know hisvalues were amazing.
So I think George would besomebody.
The second one I thought aboutwho would somebody that I
(27:09):
thought was just extra brave aswell?
Somebody in the last centuryMartin Luther King, somebody in
the last century Martin LutherKing, you know, think about what
he was for himself, for hisfamily.
But the powerful message isthat he gave people hope, gave
all kinds of people hope, and heput his life on the line.
(27:32):
Basically, I mean, obviously hewas very brave to do what he
did, and so I think for sure hewould be another one that I
would love to speak with.
And the third one I tried tothink about.
You know, if I go, okay, I'm inNebraska.
So you know, years ago, pioneerfamilies, but pioneer women,
what women had to go throughtrying to go to a new territory.
(27:55):
They had nobody to help themwith childbirth, things like
that Pioneer women were.
They did a lot, not to say themen didn't, but the women had to
put up with and do a lot.
And so Willa Cather, she's afamous author from Nebraska.
Her family moved when she was alittle girl.
She's a Pulitzer Prize winner.
She wrote things like oh,pioneer, my Antonia.
(28:18):
But she came to Nebraska whenit you know the early days in
Nebraska, the 1870s, 1880s, andI think so I think Willa Cather
and her highlighting pioneerwomen and just people that went
across the United States, Ican't imagine the kind of
sacrifices they did to settleterritory.
(28:39):
So those, I guess, are kind ofmy three.
Jason E. Brooks (28:42):
I would love to have a seat at your leadership
table with those three.
One final question what's oneconversation in your career that
profoundly shaped yourleadership journey?
I know that there's been manygreat conversations, but what's
one that comes to mind thatprofoundly shaped your
leadership journey?
Renee Sjulin (29:02):
Boy.
This was a tough one thatshaped my leadership journey.
Well, I will say one othermentor, not a family one, but
she was an early franchisee.
Her name was Kathy Krause.
She sadly passed away fromcancer in her 40s and she just
was a person of extreme grace.
Her leadership style was graceall the way through.
(29:28):
I've never known somebody toalways make the right decision
and she was selfless and thatleading by example.
I don't know, but there wereconversational things I remember
as I started my career andobviously I was going to be this
is when I was pretty young inmy career but just things like
(29:49):
you know, hey, everybodydeserves a raise every year.
If they're not doing their job,then you need to.
Every team member should knowwhere they stand.
Okay, every team member shouldknow where they stand and you
can't just not communicate withpeople.
I know that seems really basic,but I just remember her grace
(30:12):
and explaining just the commondecency things that sometimes we
forget.
You know, we just think, oh,I'll just kind of ignore
somebody and they'll go away.
Well, no, you know, that persondeserves to know where they
stand and if it's something theycan't fix, they'll move on
themselves and then maybethey'll be a runs addict a runs
(30:32):
addict for life.
They appreciated the honesty,but everybody needs to kind of
know where they stand.
Every teamwork.
Jason E. Brooks (30:40):
I do agree.
That's why one-on-ones are soimportant.
It shouldn't be an end of theyear, gotcha.
By the way, you didn't do well.
Everyone should know where theystand.
Renee, thank you for your heart, your leadership and the
intentionality you bring togrowing people inside of a
legacy brand like Runza To ourlisteners.
(31:01):
If this episode resonated withyou, please subscribe, leave a
review, share it with someonewho leads a people first brand.
You can also visitwwwjasonabrookscom for more
leadership insights andresources and, of course, go to
wwwrunzacom R-U-N-Z-A to findout more about this amazing
(31:25):
brand.
Ms Renee, thank you so much.
I know you are very busy fortaking time out your day to jump
on the leadership table.
Renee Sjulin (31:33):
It was a delight.
Thank you for having me Quitethe honor.
Thank you, ma'am.
Hey everyone, jason E Brooks here and welcome
to the Leadership Table, whereconversations inspire, lead and
elevate.
Today's episode is one I'mreally excited to share.
I'm joined by Renee Shalin,vice President of Runza National
.
Runza is a beloved brand acrossthe Midwest, known not just for
(00:28):
great food but for its deeproots in family values and
people-first leadership.
Renee and I talk about what itmeans to carry forward a legacy,
how to build a culture thatactually lasts and how leaders
can rise each morning withpurpose and clarity.
If you're passionate aboutintentional leadership, this
(00:51):
one's for you.
Let's jump in Now.
I have to be honest.
I've been out to Lincoln twicenow and Runza is synonymous with
Lincoln, with Nebraska, withthe Midwest.
An amazing set of operators, atruly family-run organization,
(01:13):
not just the family from thebeginning, but family with how
you bring in your teams.
People come in at the age of 15, 14, and they stick around
until they're 30, 40, 50.
Truly, it is in the blood, inthe veins and it is deeply
(01:36):
rooted.
Now how do you see your role incarrying forward the legacy of
family while continuing to leadinto the future of the
restaurant business?
Because you do an amazing jobat it.
Renee Sjulin (01:52):
Okay, well, thank you.
Yeah, so Runza is in its 76thyear of existence and so I will
have to say I think there's alot of goodwill that's been
built up over those years, evenbefore I was involved.
So I've got to give props toeverybody that came before me,
(02:13):
not just my family, but all ofthe countless operators that
we've had.
But I guess, at this point,this stage in my life,
definitely getting to where Ineed, we are working on a next
gen of Everett family members.
That's my maiden name, sallyEverett started runs us 76 years
(02:36):
ago, who happens to be mygrandmother.
So I'm generation three, sogeneration four, we are starting
to get them involved, but it'smuch more than a couple of the
members of generation four.
We are, you know, promotingeven more, bringing on more, you
know, internal departmentsdirectors leading by example is
(02:59):
number one.
I know that sometimes seemscliche, but I believe that
promoting what we need to do forthe next 25 years, the human
resources aspect, the humanportion, I guess I know is the
most important.
My background I'm an accountant, you know, actually, so the
(03:21):
numbers and all those thingshave to make sense for sure.
But I think that human portionis the base of the pyramid and
teaching the next gen of leadersjust the human aspect,
respecting everybody, valuingevery person and I think that
(03:41):
that's a lot of why Renza isstill here.
I think we stand for that.
I think people in the communityunderstand that we're more than
just a unique product that's abig part of it but quality that
quality of product is number one.
But you can't have quality ofproduct if you don't have
quality of individuals and howyou treat people.
(04:03):
I think that's the mostimportant.
As a leader, I have to alwaystry to strive.
I'm not perfect.
However, I have to understand.
You know, when you're in theposition of power whether you're
the manager of your restaurantor you know, at the corporate
office we have to be the ones tooffer more grace.
(04:25):
I mean we have to recognizethat we are in that position.
Don't brag about that, but knowthat if we get feedback, that
maybe is not what we wanted tohear, whether it's about ourself
or leadership style I mean weall have a nature about us that
might be oh want to be defensive, but one thing is you got to
(04:48):
grab yourself and say I'm theone who has to give more grace.
I have to see their point morethan they see mine, and I think
that that's what we have toprepare our leaders for to go
forward.
I think that's the mostimportant thing.
Jason E. Brooks (05:04):
It is very refreshing and energizing to
hear about how an accountantputs people first Not to say
that that's impossible, butwhenever you think about that
role and that mindset becausethat's something that you get
into, because you analyze notoverly, but you like to get into
(05:28):
those, to those details withthe numbers and to hear you
speak to the human element inwhat's done in leadership.
That it's not just about thosenumbers.
That's amazing and that's whathelps to build that legacy and
that leadership.
That it's not just about onesand zeros, it's about how do we
(05:51):
put ourself first in what we'reexpecting, meaning how do we put
ourself in those shoes andactually show it and live it,
versus just have thatexpectation and look at the
bottom line.
That's what's made what Ibelieve runs us so amazing as a
brand and a movement.
(06:12):
Now your email signature.
It says and you've gotten a lotof my emails, I'm sure right
now it's probably spam mail,spam mail but your email
signature says we rise eachmorning to provide exceptional
(06:33):
food and service.
Can you share how thatphilosophy translates into how
you lead and develop your team?
Renee Sjulin (06:42):
Right.
So for your viewers, that arepeople that are listening, that
don't understand what runs arestaurant is.
So we are hopefully a cut abovea quality, a fast food, quick
service restaurant and ourproduct, our signature product,
the runs a sandwich.
Jason E. Brooks (07:02):
Oh, I'll pull that up right now so that people
can, so that people can see it.
Yes, absolutely.
Renee Sjulin (07:08):
There on the screen that product is made.
It's ground beef, cabbageonions and spices baked inside
homemade bread that is madeseven days a week at each of our
90 plus locations, so that day.
Jason E. Brooks (07:24):
You have some gorgeous locations too.
You have some amazinglygorgeous restaurants, Right?
Renee Sjulin (07:31):
So every day when our people go in, we aren't open
at breakfast because we have alot of production and prep that
we need to do, and so a typicalperson might roll in around 7.30
or 8.
They are making the dough andthey are are making that Runs a
Sandwich from scratch, you know,seven days a week, and that
(07:53):
onion rings are made fromscratch seven days a week.
We don't take Sunday off, we dothat every day of the week.
And so, getting back to you,asked about what does that?
What?
We rise each morning?
Well, we think that's a greatway to we rise, our dough's
rising.
We get up every morning, werise to provide exceptional food
(08:15):
and service.
And so we, I'd like to think inNebraska we are one of them, we
own the quality niche of themarket in Nebraska and our
states that we're in in theMidwest and we'd like to think
that we are living that missionstatement or purpose statement,
(08:36):
whatever you want to call that.
We are living that and it justexplains what we do and what our
passion is rising every morning.
That again, that's why we'renot open for breakfast, because
we are doing that and then weare.
We're open about 1030 to 1030,seven days a week.
But does that kind of explain alittle bit, I guess, to your
(09:01):
your question about it andwhat's behind it.
Jason E. Brooks (09:04):
Absolutely, and I, I I gotta say even from
charlotte, a lot of yourlocations, with jason teely in
amazing figure, that's in yourbrand and I've seen the
footballs being made within yourrestaurants, the the dough
being cut inside of yourrestaurants, them making that
(09:25):
cabbage and ground beef fromscratch, and the onion rings in
its own machine being made everysingle day.
It is amazing and that comesfrom great culture, which is
where I want to go to next.
You know, because everyonewants that stickiness, wants
(09:46):
something that sticks, and yourculture does stick.
What are some of theintentional choices Runza has
made?
To build and maintain a strongpeople first culture, especially
across generations, for 76years and growth to over 90
(10:07):
locations.
Renee Sjulin (10:08):
Okay.
So number one, we kind ofalready touched on it quality.
Now, not everybody wants arestaurant career.
We respect that.
However, I think, as far aswhether the team member has been
with us six months, a year ormany years, I think they want to
(10:29):
be a part of something thatspeaks to quality.
So I think that's veryimportant of our company stores
and a lot of our managers thathave gone on to be franchisees
and our corporate office staff.
They have the opportunity toinvest in their location real
(10:51):
dollars, and that has been.
I think I believe 70% of ourcompany on locations are what we
call store partners, whichmeans they own a really sizable
chunk of the location, buildingreal equity.
I believe that is one of thehallmarks and it's been this way
(11:13):
for years.
We've done this.
My dad brought that aspect ofownership 50, 60 years ago.
I believe that's another reasonwhy people stick around,
because we value them enough to.
You're going to own stock inthe identical way that I might
you know.
So that, I think, is very, veryimportant.
(11:36):
A culture of we talk kind ofabout just here's one aspect
Everybody in our organizationdeserves our attention and
follow-up.
So one of the things I'd like tothink, and I'm sure I'm not
100% on this always, but we tellour people building culture
(11:56):
people want to trust.
They trust people they work forif they follow through on
things.
You know, if a team member asksyou for something, maybe it's
not something that the generalmanager is excited about, even
if the answer is going to be no,don't say to them well, I'll
get back to you and not get backto it.
If somebody in a generalmanager of one of our locations
(12:18):
emails the office staff, we tellthem you have to get back to
them.
Assuming you're not on vacation, you got to get back to them.
Assuming you're not on vacation, you got to get back to them
within a day.
Even if you don't like you knowthey're not going to like the
answer you got to get back tothem.
So I think just thataccountability of respect each
other enough to follow throughwith great communication I think
(12:40):
that that's another thing.
Jason E. Brooks (12:43):
So, hey, there it's, jason, jumping in for a
quick moment.
If you're enjoying thisconversation with Renee Shalin
about leadership culture andintentional growth, I want to
let you know that my second book, every Team Needs Coaching, is
officially launching soon.
It's the follow-up to EveryLeader Needs Followers, and it
dives even deeper into thesystems, mindsets and practical
(13:05):
tools that help leaders coach,not just manage.
A lot of what Renee and I talkabout, like building bench
strength, shaping culture andgrowing people on purpose, are
exactly the themes this new bookexplores.
If you haven't picked up EveryLeader Needs Followers yet, you
can grab your copy now atjasonebrookscom or on Amazon,
(13:26):
and if you already have it, besure to pre-order Every team
needs coaching today, so you'reready to keep building that
momentum with your team.
All right, back to the episode.
It's that relationship growththat pays dividends further on
(14:00):
down the line, at times whenit's really needed, or even just
because.
Now I do want to switch gearsbecause, of course, there's lots
of great, rosy, wonderfulthings that are going on, but we
know that in multiple timeswithin our business not just
right now, but throughout manyyears we've seen many changes,
many challenges.
So the restaurant world is justbasically always changing fast,
(14:22):
no matter what, whether it'stech, whether it's something
that's outside of our control,whether it's a new kind of flu,
but labor challenges and techboth tend to be something that
everyone is going through.
So how do you navigate changeat scale while keeping true to
(14:44):
Runza's core, because it is alot of changes from many
different areas?
So how do you navigate thatwhile still sticking true to
what Runza's core is?
Renee Sjulin (14:55):
Right, well, real quick.
I do have a couple of answersfor that, but I will say, you
know we make scalability forRunza hard.
We don't open more than youknow.
One to two or three locations ayear.
That's not exactly over 76years, just what a lot of chains
would aspire to.
(15:16):
But again, we make it hard onourselves because the product is
homemade every day, seven daysa week.
This is not a product thatwe're sending in, you know,
frozen, that kind of thing andso.
But to answer your question,through all the different
challenges, because trainingpeople to make a great runs, a
(15:36):
sandwich, for it to be pretty,and all these different
standards, high standards thatwe put on ourself.
So when COVID hit, I mean thatobviously was the last kind of
big disruption.
Now the economy is also adisruption.
Obviously we're entering someuncertain times, but it was
uncertain when COVID hit andeverybody in the restaurant
(15:57):
world will know and rememberthat all of a sudden we all
struggled with labor shortages.
Right, people weren't wantingto work in person, those things,
those real fears, and we wereall fighting for team members.
Nebraska is almost always everyyear in the top five lowest
(16:20):
unemployment in the entirecountry.
We have less than 2 millionpeople in our state, so that is
not new to us.
However, some of the things thatwe did to react to this, so to
speak, is one new departmentthat we developed was called we
call it T-Force training force,and so there's three of them in
(16:43):
that.
We took and hired from withinthree people at our corporate
office and they go out and theyintentionally help all of our
locations.
Many of them are companies toown, but you know we would
answer the call with thefranchise if we can, but our
company owned.
They go out and they help doorientations and training.
(17:05):
Literally, that was a bigpressure that our managers have.
Now they don't spoil them anddo all of it forever.
They go in and say we're goingto help train this up, but we're
going to help you do it betteras well.
T-force was really a greatthing for us.
I guess it's all you call itanother middle management level
(17:27):
but we needed that to make sureour standards did not fall and
to give our management teams inour stores the breathing room
that they needed.
And we started that about threeyears ago and it's been
transformational for us.
Jason E. Brooks (17:43):
Now, there's a lot of great learnings that can
come from internal teams.
There's a lot of greatlearnings that can come from
within the region, but I don'twant these listeners to think
that everything can Runza as abrand.
How do you think that externalpartnerships can enhance
(18:17):
internal leadership andoperations?
Renee Sjulin (18:21):
Well, absolutely.
I think if you're a greatleader, you aspire to be a great
leader.
You have to go to conferences,trade shows.
You have to go eat at yourcompetitors.
You have to travel to anothercity.
You have to look at what otherpeople are doing.
(18:42):
You have to learn from that.
That learning can never stop,and I admire a lot of our
competitors, you know.
I mean, okay, we'll useMcDonald's, for example.
They are not in the samehomemade from scratch space that
we are, but what they do, theydo very well.
(19:02):
They recognize what their nicheis, and so, but one of the
things that we have we encourageour people to We've taken sets
of franchisees and managers andoffice team to conferences and
one of them that I've evenduring the pandemic, there was
(19:25):
restaurant shows.
There weren't a lot of them, butthere was a Florida restaurant
show and I tried to go to thatbecause that's one of the
largest, obviously, restaurantmarkets in the country is
Florida, and so, for myself, Itry to go to that most years
because they have great speakersat that, and when I see a
(19:46):
speaker or consultant that Ithink is speaking our language,
I like to bring them, if I can,into our office or with our
general managers, because, well,I can give them ideas.
They want to hear from somebodyelse who's walked the talk, so
to speak.
And, jason, I have to brag onyou.
(20:08):
I saw you at the FloridaRestaurant Show two years in a
row and the second time I'm like.
His message is genuine.
He's not from necessarily theMidwest, but the genuine real
nature in the communicationskills he has completely aligns
with our values and our style.
(20:30):
And I don't do it all the time,but I know I approached you and
said hey, you know you speak alot about multi-unit operations,
helping district supervisor,business consultant teams.
We have a really good team.
However, I think it would begreat I don't think we've had a
(20:54):
consultant come in and justspeak to that group and let's do
this.
And so we have really enjoyedworking with you, jason.
Jason E. Brooks (21:05):
You know that middle management ground, that
multi-unit manager group, isalways a challenge for any brand
because we see our leadersdoing extremely well within
their four walls.
They may even have stretchassignments to another location
(21:27):
or two additional whilebalancing.
But trying to find the rightprocess, the right training, the
right post-role training notjust the first four weeks, but
three years after, 10 years,after 20 years after, to keep
(21:47):
that knowledge growing is achallenge within that multi-unit
manager level.
You are right, that's one ofthe things that I really focus
in on, but one of the otherthings that you said that it's
not just about being on stageand speaking well to it.
You have to be able tounderstand what is something
(22:12):
that can embed into what'salready going on with a brand,
not creating something new.
That's a flavor of the month.
What is it that is truly neededthat can be a component to
what's already going on, andthen making that match within
the culture.
That is the biggest challenge.
I love that you gave me theopportunity to be able to do
(22:36):
that with Runza, your team, anamazing team, an absolutely five
star team.
It doesn't mean that we stillcan't, like you said, hear
things from a different leveland look at how can we look to
increase how we do things whilemaking it easier for us to focus
(22:56):
on the big levers, becausethose fires, those day-to-day
fires, happen all the timewithin our business, whether at
the office, at an associatelocation or at a franchised one.
How can we still maintain andfocus on what the true big
levers, big goals are within ourbusiness so that we don't miss
(23:17):
steps while fighting those fires?
Now, you know it's this.
This podcast isn't just aboutRunza or Jason.
It's about leadership.
It's about times within ourpast that we've had someone help
us see leadership different.
(23:39):
Have there been any standoutmoments or mentors that helped
shape the way you lead today?
Renee Sjulin (23:47):
Well for sure.
Well, I'll talk about my father, my grandmother, yes, I had.
It was wonderful.
I knew her for quite a while soI saw her quality standards and
I saw how much quality productmeant to her.
Pass that on to my father.
My dad, I'm not sure he wasn'tthe type that would be that
(24:10):
would.
That would ever be preachy.
I don't even know if he alwaysknew what.
I had a young dad and I don'tknow if he always understood,
but he was a great entrepreneurand a leader and he and and some
of the things he said to methat I just think universal and
I think even nowadays everybodyneeds.
(24:31):
But he would just say you know,put your best effort forward,
worry about what you do, don'tworry about what others have,
don't worry about what othersare doing.
I mean, yes, on some level.
Right, I talked about wantingto know what our competitors and
learning from them, but don'tlook to drag those people down.
(24:52):
You do you the best you can.
Jealousy, those kinds of thingscan never come into anything.
He talked about that quite abit.
He talked about that when hewas first in.
It wasn't like Runza was thisbig thing.
He just said you do the best,you mind your business and do
what you do best and not haveanimosity about what others have
(25:16):
, you will be happy your wholelife and, boy, I think that that
has been.
I just think that that's agreat lesson in your personal
life and at work is juststicking to that core thing.
Again, I don't that wassomething that he definitely he
didn't preach necessarily, butit was clear in there and he
(25:39):
meant it in a good way.
Yeah, I mean, I guess I want tosay those two definitely in my
family were great mentors thatway.
Jason E. Brooks (25:50):
Wise words from an amazing leader and
entrepreneur.
Now I ask signature questionsto all of my guests at the
leadership table, and these twoare some of the things that just
help us just say hmm, that's agood way to think about things.
(26:10):
But if you could sit at aleadership table with three
other leaders, whether alive orfrom history, who would you
choose and why?
Renee Sjulin (26:23):
So number one would be George Washington,
because when I think about whathe did tromping through the snow
and the cold and to try torally I mean obviously that was
the ultimate in leadershipskills.
People were starving troops,they didn't have much to offer
him, but he always gave themhope.
And then of course we know hewas also once he became
(26:47):
president, he was kind ofreelected president.
He did two terms and, eventhough it wasn't in the
constitution, he said you know,nobody should be president more
than eight years and he kind ofset that important precedence.
And I just think you know hisvalues were amazing.
So I think George would besomebody.
The second one I thought aboutwho would somebody that I
(27:09):
thought was just extra brave aswell?
Somebody in the last centuryMartin Luther King, somebody in
the last century Martin LutherKing, you know, think about what
he was for himself, for hisfamily.
But the powerful message isthat he gave people hope, gave
all kinds of people hope, and heput his life on the line.
(27:32):
Basically, I mean, obviously hewas very brave to do what he
did, and so I think for sure hewould be another one that I
would love to speak with.
And the third one I tried tothink about.
You know, if I go, okay, I'm inNebraska.
So you know, years ago, pioneerfamilies, but pioneer women,
what women had to go throughtrying to go to a new territory.
(27:55):
They had nobody to help themwith childbirth, things like
that Pioneer women were.
They did a lot, not to say themen didn't, but the women had to
put up with and do a lot.
And so Willa Cather, she's afamous author from Nebraska.
Her family moved when she was alittle girl.
She's a Pulitzer Prize winner.
She wrote things like oh,pioneer, my Antonia.
(28:18):
But she came to Nebraska whenit you know the early days in
Nebraska, the 1870s, 1880s, andI think so I think Willa Cather
and her highlighting pioneerwomen and just people that went
across the United States, Ican't imagine the kind of
sacrifices they did to settleterritory.
(28:39):
So those, I guess, are kind ofmy three.
Jason E. Brooks (28:42):
I would love to have a seat at your leadership
table with those three.
One final question what's oneconversation in your career that
profoundly shaped yourleadership journey?
I know that there's been manygreat conversations, but what's
one that comes to mind thatprofoundly shaped your
leadership journey?
Renee Sjulin (29:02):
Boy.
This was a tough one thatshaped my leadership journey.
Well, I will say one othermentor, not a family one, but
she was an early franchisee.
Her name was Kathy Krause.
She sadly passed away fromcancer in her 40s and she just
was a person of extreme grace.
Her leadership style was graceall the way through.
(29:28):
I've never known somebody toalways make the right decision
and she was selfless and thatleading by example.
I don't know, but there wereconversational things I remember
as I started my career andobviously I was going to be this
is when I was pretty young inmy career but just things like
(29:49):
you know, hey, everybodydeserves a raise every year.
If they're not doing their job,then you need to.
Every team member should knowwhere they stand.
Okay, every team member shouldknow where they stand and you
can't just not communicate withpeople.
I know that seems really basic,but I just remember her grace
(30:12):
and explaining just the commondecency things that sometimes we
forget.
You know, we just think, oh,I'll just kind of ignore
somebody and they'll go away.
Well, no, you know, that persondeserves to know where they
stand and if it's something theycan't fix, they'll move on
themselves and then maybethey'll be a runs addict a runs
(30:32):
addict for life.
They appreciated the honesty,but everybody needs to kind of
know where they stand.
Every teamwork.
Jason E. Brooks (30:40):
I do agree.
That's why one-on-ones are soimportant.
It shouldn't be an end of theyear, gotcha.
By the way, you didn't do well.
Everyone should know where theystand.
Renee, thank you for your heart, your leadership and the
intentionality you bring togrowing people inside of a
legacy brand like Runza To ourlisteners.
(31:01):
If this episode resonated withyou, please subscribe, leave a
review, share it with someonewho leads a people first brand.
You can also visitwwwjasonabrookscom for more
leadership insights andresources and, of course, go to
wwwrunzacom R-U-N-Z-A to findout more about this amazing
(31:25):
brand.
Ms Renee, thank you so much.
I know you are very busy fortaking time out your day to jump
on the leadership table.
Renee Sjulin (31:33):
It was a delight.
Thank you for having me Quitethe honor.
Thank you, ma'am.
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