Ricky Dickson of Blue Bell Creameries: Five Things You Need to Be a Highly Effective Leader During Turbulent Times
Stay humble, work hard, and pray for direction. No one ever enjoys uncertain times, but focusing on working hard and learning with a desire to improve will position you well. For me, weathering the storm comes long before the clouds begin to form in the sky. A strong prayer life allows me to be anchored when the waves begin to come over the bow. Believe me, there are times when I feel the boat is beginning to sink, but resting in the One who can calm the waters brings incredible peace.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Ricky Dickson.
Ricky Dickson, former CEO and President of Blue Bell Creameries, graduated from Baylor University with a BBA in marketing and journalism. He began his career with Blue Bell in 1981 as a territory manager in Dallas. In 2017, he was promoted to president, and in 2019, he was elected CEO and president of the company. In 2024, Ricky received the International Dairy Foods Association Laureate Award for his significant, prolonged contributions to the development and growth of dairy. He was also inducted into the Dairy Products Institute of Texas Hall of Fame. Learn more about Ricky at onescoopatatime.com.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
My journey with Blue Bell actually started in college with a consumer relations assignment in a marketing class. Our assignment was to choose a company and then follow them throughout the semester, observing how they relate and market to their consumer base. Returning to my apartment, I remember calling my dad hoping for any possible suggestion. Ironically, at the time of the call, he was reading an article about this little ice cream company in Brenham, Texas. As he re-read the article, it became evident that I had called at the right moment. Who doesn’t like ice cream? So I got to work and called Blue Bell’s main office, requesting an interview with anyone in marketing who could help me. Two weeks later, I found myself in the office of the Vice President of Sales, and I was off and running.
During those few months, I was truly inspired by Blue Bell’s culture and family atmosphere, and I decided to one day return for a possible career. In the summer of 1980, I received a call from that vice president, offering me a starting job as territory manager in Dallas, Texas. Looking back, forty-three years later, I truly believe it was one of the greatest decisions I could have made.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
In the summer of my first year, our company conducted an internal sales contest to promote certain take-home frozen snacks. At the end of the contest, I became a little too aggressive with approving an excessive amount of backstock at one of my accounts. Leaving too much inventory in the back freezer of any account could potentially compromise the quality of the product if it didn’t turn over in a timely manner.
After the contest ended, I was informed that my boss was out inspecting supermarkets, checking to see if anyone exceeded expectations. Realizing I had instructed our route salesman to leave additional backstock at the reduced price to keep the promotion going, I knew I had made a bad decision. To compound the issue, I found out my boss was on his way to this particular store. I immediately drove over there, ran to the back freezer, and discovered multiple wraps of Blue Bell products. Not good! Now in full panic mode, I searched the back of the store for some miracle solution and found a bunch of empty chicken boxes stacked and ready to be bailed. I grabbed as many boxes as I could, returned to the back freezer, and began hiding 24-packs of Blue Bell Bullets in their new poultry disguise. As soon as I finished, I regained my composure and returned to the frozen food aisle just as my boss entered the store. The only thing I remember him saying after his complete examination was . . . “They sure seemed to have a lot of frozen chicken in the back.”
The obvious lesson for me from this early life experience was that winning a contest at the expense of stretching the rules could lead to even greater consequences. Compromising our fundamentals would also redefine my character, not just as a salesman but as a person — something I wanted no part of.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Numerous individuals helped shape my career, but Melvin Ziegenbein would probably be the most influential. Melvin, who happened to be my boss in the previous story, was instrumental in hiring me in Dallas. His servant-leadership style was supported with confidence, yet he welcomed challenging discussions. His teaching methods included asking me thought-provoking questions and then guiding me as I figured out the answers. He wanted me to not only know the “hows” when doing things but the “whys,” even if it stirred a healthy debate. Melvin understood the culture of our company but considered himself an underdog compared to others. It was that philosophy that kept him determined, yet humble. He walked the walk and always led by example.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision? What was its purpose?
Blue Bell Creameries (initially called Brenham Creamery Company) started as a butter company back in 1907. They didn’t begin making ice cream until 1911 — at a rate of two gallons a day. Without the luxury of home freezers, any ice cream that was produced needed to be consumed in a short period of time. Because of this, the vision of our company was transformed over the early years in business.
In 1958, the company discontinued making butter and gave full attention to making ice cream. The philosophy that became the foundation of our success was centered on “being the very best” and not trying to grow too fast. There were plenty of options when purchasing a half-gallon or pint of ice cream even then, so concentrating on making it right consistently became our foundation to build on. The philosophy of a “cinch by the inch” (meaning take one step at a time and do it right the first time instead of over-extending or committing and then coming up short) has remained the centerpoint of our vision for many years. “Don’t overpromise and underdeliver “and “Treat each and every customer as if they were your only one” would also be important philosophies that have remained true to this day.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you led your team during uncertain or difficult times?
In 2015, Blue Bell recalled all of its ice cream products due to listeria. Initially, the company thought it was an isolated incident, but then we realized it was much larger. Over the months that followed, we worked tirelessly to make the necessary changes to ensure the safety of our ice cream. We upgraded our production facilities, strengthened employee training and safety procedures, and implemented comprehensive internal and independent testing programs for our products and facilities. With our continued vigilance, we have earned the internationally recognized BRCGS (British Retail Consortium Food Safety Audit) safety certification. We are now back in more markets than we were before 2015.
Navigating through these turbulent waters required strategic collaboration within all areas of the company and from outside experts like microbiologists. This included gathering factual information as it became available, assessing all options, and then communicating and implementing an action plan. It was extremely important to be proactive and transparent, especially when things seemed uncertain.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
Giving up was never an option. The foundation on which Blue Bell was built is extremely strong, and the support from the community and consumer base was overwhelming. Making and selling the best ice cream “in the country” had always been at the forefront of what we do, and we had to take every step possible to make our product the safest.
My motivation also came from the employees and their resolve to return better than ever. Blue Bell is more than a company; it truly is a family. Most importantly, my faith was very influential during this time. I truly believed that if we stayed humble and worked hard, God would honor our commitment. Faith is a powerful thing and can provide incredible peace, especially in the middle of a storm.
I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
There are so many to choose from, but I would first have to say the Bible. For countless situations in my life, I have returned to Scripture to help me lead. The Bible requires you to live it as best you can and not just speak it.
Beyond that, a book I have recently referred back to is titled If, by Mark Batterson. It has many inspirational leadership techniques and challenging thoughts to stretch any manager, but the theme is also centered on dreaming big and then going after that dream. One of the characteristics of a good leader is to be an encourager or motivator. For some individuals, unfortunately, their technique becomes “power by position,” but intimidation can become destructive depending on the situation and how it’s applied.
What would you say is the most critical role of a leader during challenging times?
I believe the most critical role in those times is to be honest, provide clear direction, communicate effectively, and empathize as best as possible. These characteristics should already be in practice during normal times, but they become the trusted foundation to build from when times get tough. This also reflects the difference between a leader and a boss — a leader is a teacher and a developer, whereas a boss is often more authoritarian and possibly demoralizing.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
With the future seemingly uncertain, the world jumps at the opportunity to amplify the “doom and gloom” narrative. As a company, it’s important to control the narrative as best as possible and also keep the vision in focus despite what’s at hand. It starts with redefining and then reinforcing the clear goals or vision for the company. It’s hard to motivate someone if they’re not sure where they are going.
A leader should be an encourager, but not just with words. It’s important to be visible, and to avoid becoming entangled in the verbal trap of uncertainty with employees. It’s also important to involve the team or employees (as best you can) in the process of whatever it is they are dealing with. If they feel like they can speak “freely,” it gives them an opportunity to share their thoughts and possibly come up with a better way, a better solution. I have found that by making myself approachable, I can understand the situation better. These one-on-one conversations also allow me the opportunity to teach and explain why we do things a certain way.
Being decisive builds confidence in those you are leading too. Lead, listen, learn, and adapt when needed.
What is the best way to communicate difficult news to one’s team and customers?
In person, honest, and direct. Employees can quickly pick up indicators if they feel there’s more to the difficult news than what is being presented. Tone and body language are equally important. There are times when a leader doesn’t have the opportunity to deliver the news in person, but transparency with the message through front-line managers or other team leaders is then just as important. Building trust in messaging starts during good times, and is more accepted in the not-so-good times.
How can a leader make plans when the future is so unpredictable?
Leaders have a vision and normally a path to achieve the vision. Part of any strategy is being prepared to adapt when uncertainty comes your way. A clear vision is built on a strong foundation, and the faster you can adapt, the faster you can navigate through to the other side.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
Be ready to “change to stay who you are” without compromising the principles your company is founded on. To do this, you can never compromise the established culture that defines your company — but be willing to adapt in areas where you can weather the storm. COVID taught this lesson to many companies that were faced with extremely difficult supply-chain issues. Those that were able to adapt were able to survive and thrive during this difficult time.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
Compromising fundamental principles would be at the top of my list — cutting back on ingredients, watering down product quality, or quietly compromising foundational principles, to name a few. Compromise is a slippery slope, and once you start down it, it’s hard to stop. Compromise also reflects the heart of the company and who you are as a leader. To “change to stay who you are’’ never means compromising your culture or your principles.
Another common mistake on my list is becoming complacent in times of success. To avoid this, you must constantly evaluate areas of risk to your business and then prioritize these areas with a strategic plan to survive, even thrive, during uncertain times. Companies that can adapt are in a much better position when things return to normal.
Allowing profit to become the “only thing” that matters is a third mistake I’ve seen businesses make. If a company is driven solely by profit, then long-term decisions are pushed to the backburner. Yes, making money is important — in fact, it’s critical — but there are so many other factors that play a key role alongside profit to produce long-term overall success. Recognize and accept the fact that there will be not-so-good times mixed in among the great times.
Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times?
Leading during uncertain times can bring enormous pressure, both internally and externally. No matter the severity of the crisis, these are the fundamental principles that have helped me navigate through the turbulent waters.
The first thing I would recommend is gathering as much factual information as possible to assess the crisis. Misinformation can not only lead you down the wrong path. It also compounds the situation. As a leader, it’s easy to want to react, but it’s imperative to have the correct and current facts to assess what steps to take next.
Seek advice and prioritize responsibilities. Depending on the situation, surround yourself with those who can give you good advice. This starts internally, but outside help should be close behind. No leader is equipped to handle every situation, and the input of other professionals can be critical in uncertain times. Your internal leadership team will be able to offer advice or give facts about the situation that will help you when making crucial decisions. Proper delegation of responsibilities will also give you time to analyze the overall situation.
If it’s an internal issue, be transparent and own it. Indecisive or misleading information can cause confusion and distrust. Employees will normally have a lot of questions and will be looking to either you or your leadership team for answers. Be factual with the information you have at the current time, without misleading with uncertain promises.
Make the necessary changes to eliminate the problem instead of putting a band-aid on the situation. Even though it will cost more and will take longer, doing the right thing the first time will allow your company to not only recover but position you for greater success in the years to come.
Stay humble, work hard, and pray for direction. No one ever enjoys uncertain times, but focusing on working hard and learning with a desire to improve will position you well. For me, weathering the storm comes long before the clouds begin to form in the sky. A strong prayer life allows me to be anchored when the waves begin to come over the bow. Believe me, there are times when I feel the boat is beginning to sink, but resting in the One who can calm the waters brings incredible peace.
These are the fundamental principles I used during the crisis of 2015 as well other uncertain times as president and CEO at Blue Bell.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
I have two:
“We start dying the day we stop dreaming, and ironically, we start living the day we discover a dream worth dying for.”
–Mark Batterson
and . . .
“Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your request to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus.”
Philippians 4:6–7
How can our readers further follow your work?
By going to either onescoopatatime.com or rickydickson.com
Thank you so much for sharing these important insights. We wish you continued success and good health!
Ricky Dickson of Blue Bell Creameries: Five Things You Need to Be a Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.