This episode underscores that sustainable family business performance is rooted in long-term stewardship and structural agility. Jonathan Coors illustrates that culture is not just about “soft” values but is the engine that drives strategic decisions, such as the move to take the company private or the formation of a collaborative CEO office. This aligns perfectly with The Third Layer’s focus on performance through culture: CoorsTek demonstrates that when leadership authentically lives its values (“Better Today, Better Together, Better Tomorrow”) and creates governance structures that fit their specific family dynamics, they can drive massive innovation and value creation across generations.
About Jonathan Coors
Jonathan Coors, Co-CEO of CoorsTek, details the evolution of a fifth-generation family enterprise that expanded from the iconic Coors brewery into a global industrial ceramics leader. Jonathan shares his personal journey from working in politics to navigating the family business, emphasizing the necessity of earning credibility through mentorship and humility. A central focus of the conversation is the family’s innovative approach to succession: rather than selecting a single successor, they established an “Office of the CEO” comprising Jonathan, his brother, and his cousin.This structure leverages their complementary strengths, fosters robust strategic debate, and mitigates potential family conflict. Jonathan also discusses the critical role of values-based leadership. Viewing the company as a “marble masterpiece” to be shaped, and the importance of authenticity when leading a global workforce of 5,000. It provides actionable insights on stewardship, the strategic advantages of taking a company private, and the discipline required to ensure family assets grow for future generations.
Insights From The Conversation
“We’re like shaping marble and it takes work. You have to constantly, you have to see the marble for what it can become and really be thoughtful and detailed and disciplined around how you shape it.”
“I think people wanna hear the truth, even if it’s not good. I think they want you to be authentic… to be real, be honest, be open… If anybody thinks that we’re not leading that way, then we’re not doing our job.”
“I view myself both as a leader of CoorsTek and as a family business leader, as a steward of the assets for the time that I’m leading them. It’s not mine per se, CoorsTek’s not mine, it’s the family’s.”
Big Ideas & Takeaways
Collaborative Governance (Office of the CEO): The Coors family implemented a co-CEO model involving three family members. This structure functions as a “strategy unit,” allowing for rigorous debate and continuity, ensuring that the business benefits from diverse perspectives rather than relying on a single leader.
Strategic Patience & Privatization: The family took CoorsTek private in the early 2000s because public markets undervalued their capital-intensive model. This shift allowed them to prioritize long-term growth and R&D over quarterly earnings reports.
Stewardship vs. Ownership: Jonathan emphasizes a “stewardship” mindset where the goal is to “grow the pie” rather than just increasing the number of slices. The focus is on value creation for the next generation rather than immediate extraction.
Feedback Loops in Family Firms: A critical challenge for family members is receiving honest feedback. Jonathan highlights that family leaders must explicitly ask for critique and give peers permission to be direct to avoid being surrounded by “yes” men.
Universal Values with Local Application: managing 5,000 employees globally requires a universal culture (dignity, pride in work) that allows for local subcultures (e.g., Japanese hospitality) to thrive under a shared value framework.
