Leadership for the Future with Bruce Harkey of Franklin Park Conservatory and Botanical Gardens
On this episode of the Hospitality Leaders podcast, I’m joined by Bruce Harkey, president and CEO at Franklin Park Conservatory and Botanical Gardens, a botanical landmark and cultural attraction in Columbus, Ohio. The park offers exceptional plant collections and gardens, seasonal art- and nature-based exhibitions, and a dynamic array of educational opportunities and special events for visitors of all ages.
Automotive Beginnings
Bruce first got into horticulture at the age of 15, when he began working in florist greenhouses in his hometown of Detroit. He got his college education at Michigan State, where he earned degrees in both business and horticulture.
His plan was to work in business for five years, then start his own business in horticulture, something like a landscaping business. He landed a job at Honda and ended up staying with them for 18 years.
His experience at Honda laid a solid foundation for his position today. He worked in manufacturing and management, living and working in Tokyo. He intended to leave Japan and move to Los Angeles when he caught wind of the CEO position at Franklin Park Conservatory and Botanical Gardens, and it seemed like a perfect fit to get back to his horticulture roots. He took the position of CEO in 2007.
A Beautiful Setting
The facility is anchored by the beautiful John F. Wolfe Palm House, a Victorian glass greenhouse built in 1895. It features a double grand staircase entrance and steps leading into a lush, tropical garden with large palms and a fountain that looks like it came straight out of Venice.
Adjoining the Palm House is the Dorothy M. Davis Showhouse, which features special horticulture displays that change with the seasons. It was also built in the late 1890s.
These facilities last experienced a major expansion in 1992 and cost $14 million at that time. Bruce and his team are planning a full restoration of the facilities to bring them up to date. He wants to focus on environmental sustainability and educating people about some of the rare palms in the collection.
Surrounding these facilities are several glass biomes that provide different vignettes from around the world: a Pacific Island water garden, a desert, a rainforest, and a Himalayan mountain. There is also a 12,000 square foot events and education center built from a 200-year-old timber barn, and recently they built a four-acre community garden campus—the intersection of landscape architecture and foods.
In 2018, they opened the Scotts Miracle-Gro Foundation Children's Garden, which has been a game-changer. When it opened, their membership quickly grew from around 1,000 households to 12,000.
Booming Business
The facility’s budget has grown from $5 million when Bruce joined the organization to a projected $12.3 million in 2022. It dipped to around $5 million during the height of the pandemic but it has come roaring back, in part because much of their facility is open-air, allowing visitors to feel safe.
Like many businesses in the hospitality industry, the pandemic forced Bruce and his team into some necessary layoffs and cutting some programs, but things are getting back to normal and business is booming.
An example Bruce cites for this healthy growth is their Pumpkins Glow exhibit which happens every October. It involves hundreds of carved pumpkins placed in and out of the facilities, providing a family-friendly festival atmosphere.
In their inaugural year, 2018, they had $45,000 in revenue. In 2021, they made $450,000. Of course, they didn’t know in 2018 there would be a global pandemic, but the decision they made at that time to do more outdoor experiences has really paid off. Since the pandemic, they’ve invested in air-filtration systems for the indoor spaces and their guests feel very comfortable in the facility.
Investing in People
Bruce believes in the servant model of leadership, meaning he tries to find outstanding, talented people to invest in, give them some direction, then get out of their way. His investment includes mentorship for them, both personally and professionally.
He gives an example of a team member who had been on the horticulture side of the business his entire career. Bruce saw a great project manager in this person, something the man didn’t see in himself. Bruce put him on major capital projects like building gardens and buildings.
For the first five projects, Bruce worked side-by-side with him. After a round of fundraising, they did five more projects, which the man handled on his own This is the kind of success story that Bruce believes defines an effective leader. He thinks it is his responsibility as a leader to recognize skills and talents in people, nurture those skills, then give them the autonomy they need to thrive. He encourages them to do the same for others as he did for them.
The young associates and assistant managers today will be in leadership roles in five to ten years. When everyone is encouraged to grow and expand their horizons, the organization will be in good hands for years to come.
Losing talented people is part of what comes with the territory with this kind of leadership style. Bruce lets everyone on his team know that he is open to any conversation, no matter how hard it may be. He encourages them to grow, and if they need to tell him they are moving on to a different or better opportunity, he wants to thank them for their time with him and wish them the best in their new endeavor.
Moving Ahead
Between the pandemic and the great resignation, society is changing rapidly in all areas of life, the workplace included. Bruce refuses to be stuck in a “this is the way we’ve always done it” attitude. He doesn’t just look to tomorrow, he looks 10, 15, even 25 years down the road. It is his job to imagine what the Conservatory will look like in 25 years and figure out a roadmap to get there.
He is looking outside Columbus to the entire region. He believes it is critical to get their young team members to be prepared to eventually take over as leaders. He looks to strengthen their diversity and inclusion efforts to ensure that everyone that visits the facility feels welcome.
Bruce is a visionary. It’s part of his leadership style. It’s powerful.
Resources
@Franklin Park Conservatory and Botanical Gardens
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