Greg Miller's on-the-job training
Greg Miller remembers the first day he went to work at his father's automobile dealership.
He was 13 years old.
"As we were driving down 13th East, I can remember him explaining to me what I needed to do first," Miller said. "At the time, we had plastic molded logos that we put on the back of cars that said, 'Larry Miller Toyota.' I can remember him explaining that the gold ones went on certain color cars and the silver ones went on certain color cars. He said, 'You need to walk the whole lot and make sure [the correct logos] are on there. When that's done, come see me and we'll give you something else to do.'"
Twenty-nine years later, Greg Miller is the new CEO of the Larry H. Miller Group, a sprawling automotive, business and sports empire that grew from that first dealership and includes the Utah Jazz, Salt Lake Bees and Miller Motorsports Park.
Because of serious health issues, Larry H. Miller stepped aside two months ago. His eldest son is now in charge after years of being groomed for the job.
In a recent interview, I asked Miller about his relationship with his father.
"I love my dad," he said. "I have great respect for him as a person and a businessman. He's set a great example for me in terms of hard work, in terms of service. I've been very close to him, in a lot of the philanthropic activities he's involved with. But there's not a week that goes by that I'm even more amazed at how giving he is and how willing he is to help people. He set the standard very high for me to follow, in a lot of ways."
What does Miller see in his father's future, now that he is not running the company on a day-to-day basis?
" At this point, I would love to see him enjoy the fruits of a life of hard labor," he said. "I don't know if his programming will allow him to do that. He's got hard work in his DNA. He's very hands-on, as you've seen over the years, and you don't just change that.
"But if I could write the script, I would have him take better care of his health and I'd have him doing whatever he wants to do with mom, whether that's traveling or sleep until 11 in the morning or go on walks or go to a movie. Whatever he wants to do. And then I'd like to see him find ways to continue being active philanthropically, because he really does love that."
During the transition of power within the company, Greg Miller said one of the most difficult tasks was figuring out his father's role. Both men are aware of each other's needs for input, relevance and authority.
Said Greg Miller: "We're trying to sort out who is going to do what -- him and I. We're trying not to trip over each other. We're trying to respect each other. But we're still kind of new at this, so it's going to be a learning process.
"What I suggested to him the Sunday before he was released from the hospital -- we were out on the deck of the hospital -- and I said, ëDad, I think I've got it figured out. Why don't you let me earn the money and I'll let you give it all away?' He said, ëThat's not a bad idea. The problem is it's too much fun giving it away and I wouldn't want to deprive you of that opportunity.'"
I asked Greg Miller what he hopes his company will look like in 20 years.
"My dad has taught me and I believe very strongly in the concept of stewardship, not so much ownership," he said. "It's my turn now to manage all these assets. What I need to do is protect them and hopefully enhance them so that when my turn is over -- whoever comes after me -- they step into as strong and secure scenario as I can make it. ... I can't tell you I want to have x-number of stores more than we have now. I can't quantify it for you. But I want to come to work every day and work hard and work with the talented people we have and move the organization forward."
Next: What others see in Greg Miller.
He was 13 years old.
"As we were driving down 13th East, I can remember him explaining to me what I needed to do first," Miller said. "At the time, we had plastic molded logos that we put on the back of cars that said, 'Larry Miller Toyota.' I can remember him explaining that the gold ones went on certain color cars and the silver ones went on certain color cars. He said, 'You need to walk the whole lot and make sure [the correct logos] are on there. When that's done, come see me and we'll give you something else to do.'"
Twenty-nine years later, Greg Miller is the new CEO of the Larry H. Miller Group, a sprawling automotive, business and sports empire that grew from that first dealership and includes the Utah Jazz, Salt Lake Bees and Miller Motorsports Park.
Because of serious health issues, Larry H. Miller stepped aside two months ago. His eldest son is now in charge after years of being groomed for the job.
In a recent interview, I asked Miller about his relationship with his father.
"I love my dad," he said. "I have great respect for him as a person and a businessman. He's set a great example for me in terms of hard work, in terms of service. I've been very close to him, in a lot of the philanthropic activities he's involved with. But there's not a week that goes by that I'm even more amazed at how giving he is and how willing he is to help people. He set the standard very high for me to follow, in a lot of ways."
What does Miller see in his father's future, now that he is not running the company on a day-to-day basis?
" At this point, I would love to see him enjoy the fruits of a life of hard labor," he said. "I don't know if his programming will allow him to do that. He's got hard work in his DNA. He's very hands-on, as you've seen over the years, and you don't just change that.
"But if I could write the script, I would have him take better care of his health and I'd have him doing whatever he wants to do with mom, whether that's traveling or sleep until 11 in the morning or go on walks or go to a movie. Whatever he wants to do. And then I'd like to see him find ways to continue being active philanthropically, because he really does love that."
During the transition of power within the company, Greg Miller said one of the most difficult tasks was figuring out his father's role. Both men are aware of each other's needs for input, relevance and authority.
Said Greg Miller: "We're trying to sort out who is going to do what -- him and I. We're trying not to trip over each other. We're trying to respect each other. But we're still kind of new at this, so it's going to be a learning process.
"What I suggested to him the Sunday before he was released from the hospital -- we were out on the deck of the hospital -- and I said, ëDad, I think I've got it figured out. Why don't you let me earn the money and I'll let you give it all away?' He said, ëThat's not a bad idea. The problem is it's too much fun giving it away and I wouldn't want to deprive you of that opportunity.'"
I asked Greg Miller what he hopes his company will look like in 20 years.
"My dad has taught me and I believe very strongly in the concept of stewardship, not so much ownership," he said. "It's my turn now to manage all these assets. What I need to do is protect them and hopefully enhance them so that when my turn is over -- whoever comes after me -- they step into as strong and secure scenario as I can make it. ... I can't tell you I want to have x-number of stores more than we have now. I can't quantify it for you. But I want to come to work every day and work hard and work with the talented people we have and move the organization forward."
Next: What others see in Greg Miller.
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