68 LONGISLANDPRESS.COM • OCTOBER 2017 68 LONGISLANDPRESS.COM • SEPTEMBER 2017 68 LONGISLANDPRESS.CO M • SEPTEMBER 201-----------TUTU111
In full bloom
When Chris McCann’s big brother Jim bought
his first flower shop in Manhattan in 1976, Chris,
then 15, helped out on weekends, learning the floral
business even as the older McCann began to
transform it. Chris was named chief executive in
July 2016; Jim continues as executive chairman.
Contributing Editor Warren Strugatch caught up
with Chris to find out what it’s like to succeed one
of America’s iconic marketers.
LIP: I’d love to have been a fly on the wall when
you and Jim discussed your promotion. What
was that conversation like?
CM: It was a rather long process. We talked a
very long time. We had an unidentified time line
but the process was built on the belief, which
we’ve held for a long time, that there should be
two at the top. Because Jim and I were able to
interact smoothly, he could step into my shoes,
and me into his. It made the transition very
smooth.
LIP: Tell me about your management philosophy.
CM: My approach is very informal and approachable.
I want to engage people from all
levels of the company. I encourage them to jump
right in, not be afraid of failing – as you as long
as you learn from your mistakes. No one’s ever
fired for making a mistake. I’d rather hire someone
who gets speeding tickets than someone
who gets parking tickets.
LIP: What was your family background and
how did that influence you?
CM: My father had a painting and contracting
business, which he inherited from his mother.
We all grew up in the family business. We
shared a lot, both pitfalls and benefits. I learned
my management style from my father. I saw him
treat people individually, based on who they
were. I learned from him to adapt to people’s
styles, not the other way around.
LIP: What would you name as your leading
tangible contribution to 1-800-Flowers?
CM: I would start with technological innovation.
I am not a technologist but I recognized
early on that technologies change human behavior.
I knew that people were more comfortable
calling on the phone than walking through the
door. We embraced that and created a brand
around the 800 phone number.
LIP: Today that’s called disruption.
CM: We seized the opportunity to disrupt the
floral industry. Now we’re embracing Mobile
Commerce and Artificial Intelligence Commerce.
We’re seeing the convergence of a bunch
of technologies – Big Data, Analytics, Voice
Computing – all being called Conversational
Commerce. It’s all about having conversations
with the consumer when it’s convenient to them
LIP: How are you taking advantage of this?
CM: Our philosophy is to engage early. Jump in
and learn. Adapt and make changes. In terms
of Conversational Commerce, we are still in the
adaptation stage.
LIP: What’s it been like, working under Jim
McCann?
CM: I remember him saying: ‘We have a chance
to build something big in the floral industry.’
His definition of big was always different than
mine. He always has a bigger vision in mind.
I would have been happy growing in the New
York area. Jim is a classic entrepreneur. In my
view he’s a marketing genius. He has an instinct
I don’t have. I forced myself to focus on the operational
side to complement his skill set.
LIP: By your standards, has your approach been
successful?
JM: I’ll tell you what my mother said when
I asked her that question. She said she was
proudest that Jim and I, despite our 10-year age
difference, had become friends.
Strugatch is a journalist and consultant. His
website is InflectionPointAssoc.com.
BUSINESS
Press photo/Bob Giglione