Barnett C. Helzberg Sr.

Start young employees with direct sales or customer-facing work to build confidence and entrepreneurial mindset early in their careers.

Helzberg's father employed him in sales roles starting at age 15. The immediate feedback of making his first sale and earning his own money created confidence and self-belief that he could accomplish anything.

“Dad knew the importance of learning by doing.”

Bring together diverse smart people to brainstorm problems; most problems have solutions that emerge from different perspectives and collaborative thinking.

Helzberg's father believed that gathering varied intelligent minds around a problem generates unexpected solutions. This principle enabled Helzberg to solve challenges that seemed intractable initially.

“I'm convinced nearly any problem can be solved by bringing together a variety of smart people to brainstorm.”

Business is fundamentally about people; success flows from how you treat employees, customers, and partners.

Throughout his career, Helzberg's father instilled the principle that business revolves around people. This human-centered approach informed hiring decisions, customer service practices, and relationship management.

Be a sleeper; do not broadcast your success or publicly celebrate your achievements; allow success to speak for itself.

Helzberg's father advised him to be known quietly for success rather than trumpeting achievements. This approach maintains humility, avoids attracting unwanted competition, and demonstrates quiet confidence.

“Dad was the ultimate extrovert, yet he told me that the right strategy was to be, quote, a sleeper. That is not to be known for success when it did come.”

Keep your ego in check; growth comes from humility and continuous learning, while excessive pride creates stagnation and arrogance.

Helzberg's father taught him that successful people continue growing (big people grow) while those who become prideful stagnate (little people swell). This requires actively managing ambition and self-belief.

“Big people grow, little people swell.”

Only concern yourself with things you can control; avoid victimhood by accepting circumstances and focusing energy on actionable elements.

Barnett's father refused to acknowledge the Great Depression or discuss recessions and snowfalls, instead focusing exclusively on business elements within his control. This mindset enabled him to thrive during economic downturns when others struggled.

“He only thought about and talked about those conditions within his control.”

Never burn bridges; maintain relationships even with those who disappoint you, as you may need them again when circumstances change.

When First National Bank refused to extend credit during a critical moment despite a 30-year relationship, Helzberg was rescued by Security National Bank. Rather than abandon First National, Helzberg maintained the relationship and continued doing business with both banks.

“Never burn a bridge was our mantra. And we still wanted two suppliers.”

Establish the two-supplier principle; identify alternative sources for critical inputs while conditions are favorable so you have options during crisis.

When First National Bank cut credit in a crisis, Helzberg had developed a relationship with Security National Bank. This second source saved the company during its most vulnerable moment.

“Get your second sources now when you do not need them.”