Tag Archives: NP Dodge

Building a Legacy

July 25, 2019 by
Photography by Bill Sitzmann

The transcontinental railroad brought prosperity to Omaha during westward expansion, and many of the companies with the deepest roots in the city can trace their fortunes to those boom times.

Union Pacific built the railroad. First National Bank of Omaha extended credit to pioneers. Kiewit began building hotels and warehouses to accommodate growth in the late 19th century.

One of the area’s oldest companies, NP Dodge, started out a decade prior to Nebraska statehood and is now the longest-running, family-owned, full-service real estate firm in the country.

“There are a lot of companies in Omaha that have been around for 100 years. Why? It’s because they never lose sight of their customer, they’re transparent, and they always do the right thing,” said Debra Graeve, president of NAI NP Dodge, the commercial real estate division of NP Dodge.

NP Dodge began in a small office in Council Bluffs, Iowa, in 1855. The company only had five employees in 1945, but it has grown to more than 450 real estate agents, staff, and managers today, spread across seven divisions. Nate Dodge is the fifth person named N.P. Dodge to run the company, maintaining a family connection that has spanned more than 16 decades.

While family ownership can foster a legacy, some companies thrive through ownership changes.

A.C. Busk founded a small masonry company in 1884 that soon began to offer general contracting services. Roy M. Lueder joined the firm in 1920, and two decades later owned the company and had changed its name. The company has changed hands three times since then, but its legacy lives on.

“In 135 years, to have a company survive five ownership transitions—really only one of which was family—we think is kind of remarkable,” said CEO R. Brad von Gillern, the company’s fifth owner. “We do business like we want to be around another 135. We don’t make short-sighted decisions.”

How to Build a Legacy

Companies that have built a lasting legacy value many of the same things: ethical conduct, transparency, relationships, employees, and the importance of adapting to changing marketplaces.

Graeve said the bottom line is never forgetting who your customers are, especially following a problem or when there’s an ethical misstep.

“We’re quick to act,” Graeve said. “Some companies lose sight of that or they may not deal with something as quickly as it should be dealt with—or even sweep it under the rug.”

Accountability is important for financial goals, too. Von Gillern said he shared Lueder’s business plan with the company’s employees in 2013, and it brought everyone together to achieve success.

“If I had kept it to myself, we never would have hit it,” von Gillern said. “If you share it with your people, they’ll embrace it and they’ll produce results that will take you there.”

Of course, external factors can get in the way. If you don’t plan for a downturn while the market is hot, work can grind to a halt when it cools. However, companies that build strong relationships, especially in good times, can keep their doors open during a recession.

In commercial real estate, Graeve said many off-market deals come together because an agent connects a buyer with someone whose property isn’t listed but would be willing to sell for the right price. To be successful, real estate agents need to identify trends, know the marketplace, and predict what’s going to happen next. Ultimately, the game requires knowing the players and bringing them together.

That’s often what it takes to win work in many other fields, too.

“Companies don’t do business with companies; people do business with people,” von Gillern said. “I know that I’ve had a successful project if, at the end of the project, I’ve made a new friend.”

When work dries up, Lueder relies on hard-bid work from public entities to provide financial stability. Even though most of the company’s business comes from negotiated bids, those hard-bid projects were still available when the market tanked in 2008, and the company knew how to win those contracts.

“We didn’t do great, but we did OK,” von Gillern said. “A lot of people that were heavily reliant on developer-driven work failed during that time or struggled dramatically.”

Lueder employees were told during the Great Recession that the company had a plan in place to avoid pink slips. That boosted morale and fostered an environment where those plans could be executed.

“It was like we were all in a foxhole together,” von Gillern said. “It was a bad situation, but it was a good outcome for the company.”

Successful companies should help clients who are struggling during a downturn. When the economy improves, the work will return—so long as those clients are still around.

“Sometimes just offering help, maybe for free—folks don’t forget that,” Graeve said. “Clients don’t forget that you were willing to go above and beyond to be willing to help them.”

Having a workplace where employees are valued, and where their needs are met, is another important foundation for a successful company. Von Gillern said he found it’s important to make adjustments to attract and retain talent.

“Early on, we bought in on the negatives about millennials,” von Gillern said. “Then we realized that it isn’t necessarily a negative. You have to figure out how to capture the things that are important to them.”

Toward that end, the company established maternity and paternity leave policies, as well as a sabbatical policy, which are unusual within the industry. Improving the mental health and happiness of its workers boosts their productivity, which in turn improves client outcomes, von Gillern said.

“We’ve always been a company that took care of its people,” von Gillern said. “We’ve taken traditional values that we’ve implemented for a century and we’ve modernized them into ways that are relevant for people today.”

Lueder also embraces cutting-edge technology to deliver cost-savings and higher quality. Von Gillern said Lueder is using a laser scanner to create an image of the Blackstone Hotel that shows its existing condition, which can then be compared to blueprints.

“The two don’t always match,” von Gillern said. “We can fabricate materials off-site with confidence that they’ll fit when they get there.”

Those younger, tech-savvy employees bring new ideas, too.

“One of the things that we had to learn to stop saying is, ‘This is the way we’ve always done it, and that’s the way you should do it,’” von Gillern said. “It turns out that some of these folks have better ideas than we do. Some of the new ways of doing things are way better than the old ways of doing things.”

Some of Lueder’s competitors have been left behind due to unwillingness to embrace new approaches and technologies, von Gillern said. Graeve said that’s true in real estate, where technology—such as the website Zillow and apps that provide an offer within minutes for unlisted property—only heightens the competition.

“For a company our age, you have to be flexible,” Graeve said. “You have to change with the times. If you don’t, then I think those companies go by the wayside. We’re always looking ahead. We respect the past, but we’re always looking for how we can do things better.”

For more information, visit nainpdodge.com and lueder.com.

This article was printed in the August/September 2019 edition of B2B. To receive the magazine, click here to subscribe.

Brad von Gillern in his office at Lueder Construction.

Brad von Gillern in his office at Lueder Construction.

The Centennials

September 4, 2017 by
Photography by Bill Sitzmann

Pop quiz: From the following options, which is the oldest? a) sliced bread, b) Betty White, c) NP Dodge Real Estate, or d) traffic signals? Time’s up. Pencils down. Those who answered a, b, or d, sorry but those options are incorrect—do not pass go, do not collect $200. While NP Dodge’s founding in 1855 predates many marvels of the modern world, Omaha is actually home to more than 40 companies that have passed the centennial mark.

Gone are the cobblestone streets (save for a few in the Old Market) and telegrams of yesteryear, but these businesses are here to stay, serving as the base of a mid-sized, Midwestern metropolis thriving in the 21st century. This is made all the more impressive considering these companies have survived industry-changing technological advancements, social and economic shifts, a Great Depression, and a Great Recession. But Omaha’s oldest institutions aren’t keeling over anytime soon if they have anything to say about it.

“We learned a long time ago that we’re completely tied to the health of this community,” says Nate Dodge, president of NP Dodge. “By doing everything we can to help Omaha grow and succeed, we ensure our longevity as well.”

Like many of the companies in Omaha’s century club, NP Dodge started from humble beginnings. America’s longest-running, family-owned, full-service real-estate company, NP Dodge was founded by two brothers, Grenville and Nathan Phillips Dodge, who left Massachusetts to homestead in Douglas County in 1853. The company was born from a tiny office in Council Bluffs, with the brothers surveying land in the metro area to determine where property boundaries began and ended.

Two centuries later, the company employs more than 500 real estate agents and has been led by five generations of Dodges. According to the current Dodge at the helm of this massive real-estate ship, keeping it all in the family is not what has helped them stay afloat for so many years.

“It all ties back to the customer and how we can support the community in time, talent, and treasure,” Dodge says. “I believe the company has evolved and changed with the customer. [People] that work here focus on how we can best serve and exceed expectations in that given time.”

NP Dodge has evolved internally as well. It boasts an impressive number of women in leadership with 65 percent of all managerial roles belonging to women. Additionally, the company has continually made efforts to create transparency from top to bottom.

“I believe great ideas survive great debate, so we make leadership as accessible as it can be,”
Dodge says.

Another company that stakes its success in their ability to be proactive, not reactive, is Aradius Group, formerly Omaha Print. Founded in 1858 as the publisher of a now defunct tabloid, The Nebraska Republican, the company has grown into a full-service marketing agency and printer. Name it and they do it, including creative work, design, sales, scheduling, client services, and press work.

“We couldn’t continue doing business as we had always done in the past,“ says Steve Hayes, CEO. “Being just print didn’t give us the opportunity to grow. We needed to re-evaluate ourselves and expand services to remain relevant to customers.“

They did just that two years ago when they bought a full-service ad agency in Lincoln. With an expanded arsenal of services came a new name, and Omaha Print officially rebranded to
Aradius Group.

“We quickly realized that marketing ourselves as Omaha Print was not conveying the level of work we are now able to offer,“ Hayes says. “We grew up on print, we believe in the power of print, but we now communicate with prospects and clients in a multitude of different ways.“

The new name is a geometry-inspired metaphor, as a radius leads you to the center of a circle, just as the marketing company is at the center of their customers’ successes. Additionally, the spokes of a wheel are radiuses; thus, the new name reflects the fact that they can now offer clients an entire wheelhouse of marketing services.

Due to their continual evolution, Aradius still works with many of the same clients its founders did in the 1800s, including the State of Nebraska, Union Pacific, and First National Bank.

“We like to say we’re a two-year company with a 159-year background,“ Hayes says. “Omaha Print has really grown and progressed on parallel with Omaha.“

The Byron Reed Co., a property management firm founded in 1856, has also evolved with the city. What started as a small real-estate and land-development agency—one responsible for the original survey of Omaha and the creation of many of today’s subdivisions—is now a company that specializes in property management and investments. Its current portfolio consists of apartments, warehouses, office buildings, and commercial strip centers.

While the company’s progression has helped keep it competitive, president R. Michael Alt credits his employees for the firm’s longtime success.

“In the management business, God’s in the details,” Alt says. “Our employees have to like people, pay attention to detail, and enjoy the business while being knowledgeable of the industry and how it’s changing with time.”

 Take one look at these three Midwest companies, each remaining titans of their respective industries, and see three success stories, each due to their employees’ willingness to adapt to the times.

“Instead of being reactive to what is changing, you need to be a part of the moving tide—a piece of what the industry is changing to,” Hayes says.

Visit npdodge.com, aradiusgroup.com, and byronreedcompany.com for more information.

This article published in the Fall 2017 edition of B2B.

Martin Hager, vice president of agency services at Aradius, leads a group discussion.

Feeding Frenzy

August 26, 2016 by
Photography by Bill Sitzmann

The chatter among agents in the spacious, sunny work area of the NP Dodge Real Estate office in Elkhorn doesn’t focus on the global economy, the Brexit fallout, or what Janet Yellen and the Federal Reserve might or might not do about rate hikes. They are too busy writing up contracts and swapping stories about how fast a listing sold in what continues to be a robust housing market.

“We’re seeing multiple offers on one home, like we had 20 years ago,” says Nancy Bierman, who manages 120 agents in the office at 204th Street and West Dodge Road. “Homes are selling above asking price. We’re seeing more cash buys, and homes are going very quickly, selling in one day.”

Homeowners now include millennials, the biggest generation ever to come into the marketplace. They’re moving into all areas of the metro, not just west Omaha.

“The urban market, Omaha’s core, seems to be really strong,” says Jeff Royal, president of Dundee Bank. “Young professionals want to live closer to older, established neighborhoods with more character like Benson, Blackstone, Dundee, Field Club, even south of Old Market in Little Italy.”

What’s driving Omaha’s housing frenzy? Chronically low 30-year, fixed-rate mortgages, now below 3.5 percent, tell part of the story—one that has benefited everyone involved in real estate, from brokers to builders to bankers.

InterestRates1“It’s a good time to be a buyer,” says Royal. “We’re seeing an uptick not only in mortgage applications, but refinancing as well,” which follows a strong national trend. Figures from the Mortgage Bankers Association show applications have been running more than 21 percent higher than last year—a far cry from the darkest days of the Great Recession of late 2007-2009.

“That was bad,” John Caniglia says bluntly. The owner of John Caniglia Homes, builders of higher-end custom homes, remembers buying a few foreclosures and flipping them just to stay afloat. “We started to see a perk up in 2011, even in the $450,000 range, when interest rates were really low. Then the tight regulations on borrowing money started to ease and we’ve been rolling along every year since, even our apartment and office development.”

The experience of that recession made Caniglia and other developers highly skittish to build on spec—building before you have a buyer—which explains an equally huge factor in Omaha’s hot market: a lack of existing homes. According to Omaha Area Board of Realtors statistics, the 2,600 homes on the market this spring represented a 16 percent drop from 2015, and a whopping 56 percent drop from 2011, when 6,000 residences were available. In addition, the median price of existing homes rose 7 percent over the past year, to $155,000.

“Many baby boomers looking to downsize are finding they have to pay more for less square footage because of the median prices going up, so they’re staying put and their houses aren’t available,” says NP Dodge sales associate Therese Wehner, explaining another piece of the housing crunch equation.

This classic scenario of low supply and high demand has tossed homebuyers into a whirlwind.

“When a house under $150,000 comes on the market, it’s like throwing raw meat into a lion’s cage,” quips Carole Souza, associate broker at NP Dodge. “You have it on the market and within four or five hours you’ve got 10-15 showings. Before the day is done you have at least one offer, sometimes more.”

But the downside of quick decision-making often leads to headaches for all involved.

“We’re seeing an increase in buyer’s remorse,” explains Souza. “They win the battle, but lose the war sometimes.”

The number of sales contracts that fall apart keeps rising. Wehner noticed, over a two-day period in early July, 19 houses that previously sold went back on the market. Three hours later, when she checked again, the number had risen to 21. Sales agents concede it is getting tougher and tougher to seal the deal.

“The buyer rushes into something, they sleep on it and decide, ‘Well, I really like the first house I saw better,’ and then they look for an out,” says Wehner. “And I’m telling you, when that happens, the emotions from the buyers and the sellers can run very, very high.”

Well-trained real estate agents will make sure their client asks all the right questions up front before making any decision. Sometimes they’ll suggest a simple, but effective, gesture to win a bidding war.

“A listing agent told me my client got the house because of the ‘sappy’ letter my client wrote to the homeowners saying, ‘I love how you took care of your home and I will love it, too,’” says sales associate Kori Krause. “Letters can work.”

The health of the real estate industry always depends on the big economic picture, especially as a presidential election looms. As John Caniglia says, “We builders pretty much spend our whole life worrying.” But with less than two months’ worth of housing inventory available and high demand, experts expect the Omaha market to continue its amazing run for the next three to five years.

Visit federalreserve.gov/releases/h15 for more information. B2B

The Mininos

January 11, 2016 by
Photography by Bill Sitzmann

Steve and Jenny Minino sit at the table during a Sunday morning sipping coffee while their kids—Kenedi, age 7, and Zachary, age 6—sit on the couch with iPads. It’s a not-so-typical morning in the life of this goal-oriented family.

Kenedi attends first grade at Sagewood Elementary School. She has played soccer for four years, started playing basketball this winter, and is in the Xcel Bronze class at Premier Gymnastics.

Zachary, who goes by Meatball, is in kindergarten at Sagewood. He earned a white belt with stripes at karate, but now plays football, soccer, and basketball.

All these activities with the kids required a balancing act for Jenny and Steve.

“It was busy,” Jenny says.  “A lot of times it was ‘OK, you take Meatball, I’ve got Kenedi, and we’ll meet back here in two hours.’ ”

Steve, a real estate agent with NP Dodge, works a lot of hours. He works nine to five, he works through dinner, after dinner, on vacation. Then, of course, there’s weekends.

“Weekends are huge for realtors,” says Jenny. “That’s when they hold open houses.”

This meant Steve couldn’t spend much time with the children. A year ago, Steve created a way to incorporate more family time into his life—bring his wife into the business.


“I just got so busy that I needed Jenny to handle some of those details that I couldn’t handle anymore,” Steve said.

Details such as marketing and database inputting. With two people focused on one work goal, they became more productive. This also satisfied a longtime dream of working together, one that needed time to develop.

“It’s tough to begin with because as a real estate agent, you an independent contractor so you are responsible for insurance and things,” Jenny says.

It was a reality Steve knew well. His mother, Deb Hopkins, has worked in real estate for 30 years, and his grandfather also sold real estate. Extended family members also work in the same business.

“I never wanted to work in real estate growing up,” says Steve, who has degrees in culinary arts and hotel management. “My love was always cooking.”

Nine years ago, Steve worked in Las Vegas. A phone call with his mother led Steve back home.

“She said, ‘Well, if you don’t mind the hours, why don’t you come back and join the team.’” Steve said. “I think ultimately she realized I would be in real estate, but she wanted it to be my decision, not her legacy.”

There are days when Steve and Jenny need to pick up the kids then return to work. Their solution? Bring the kids to the office, where they keep a supply of crayons and paper to keep them occupied while they work. The other employees, some of them family members, don’t mind.


Zac has a big reason why he likes going to the office with Mom and Dad.

“I like getting candy!”

Steve laughs. “A lot of people in the office keep candy at their desk. The kids know who they are.”

Kenedi likes visiting “Nonni,” she and Zac’s nickname for Deb.

“I leave notes for her,” she says. “I stick them on her desk, on her chair, on her computer…”

This philosophy of family-friendly business means a lot to the couple, especially Steve, who grew up attending open houses with his mother.

Steve says, “I used to run around and turn on lights. These guys haven’t quite done that for me yet, but they will.”

They parents have also gone on client calls with them, but the Mininos are mindful of which clients will accept their children being around. Fortunately, most of their clients are family-friendly.

“I’ve always said if a client is bothered by our kids, maybe they aren’t the right client for us,” Steve says.

Working while the kids are around saves the Mininos money. The average cost of day care in Nebraska is more than $5000 annually. This lifestyle allows the parents to continue working while keeping the focus on their family.

“During the school year I’m able to work around their school schedule,” Jenny says. “It’s nice because it allows me to be with them when they have a teacher inservice or something. We’re so fortunate that we have so many family members who are in the industry that they can step up and cover for me when needed.”

As the Mininos business grows, this lifestyle of working with family becomes more important.

“I would say we are busier now,” Steve says. “It’s fair to say we’re working smarter, not harder. What is nice was that we still have time for a family dinner at least three times a week. We didn’t have that before.”

Sitting at a kitchen table that now is used for eating at instead of looking at, Jenny glances over at Kenedi, who lays on the couch playing a game.

“Are we grooming them to be realtors, too?” Jenny asks.

Kenedi shakes her head no as Steve laughs.

“Probably, but they just don’t know it yet.”


Filling Mom’s Shoes

April 25, 2013 by
Photography by Bill Sitzmann

Daughters become inspired, motivated, and awed by their mothers as they see them dash out the door on a volunteer mission time after time. They often follow in their footsteps.

But as daughters trail mothers down the volunteer road, they’re finding the path has veered. More women in the workplace means a different approach to volunteering. Meetings once scheduled for mornings are now scheduled for noon so volunteers can return to jobs. An e-mail sent at midnight is now more likely to happen.

How volunteers schedule their time has changed. The dedication and sense of responsibility that daughters learn from mothers has not. Here we share four stories about the gift mothers give daughters that keeps on giving —the gift of volunteering.

Gail Yanney & Lisa Roskens

Gail Yanney became an anesthesiologist in the 1960s when few women held careers. At the time, the consensus was that working women didn’t have time to volunteer. (We know better now.) But she soon became one of Omaha’s most active volunteers.

Her volunteering career began while she was a busy student at UNMC College of Medicine. Invited to join Junior League, she asked permission from her department head.

“He said, ‘Physicians need to be part of their community,’” remembers Gail, who is now retired.

Passionate about the environment, she was a teacher naturalist at Fontenelle Forest on her day off. Gail is also a founder of the Women’s Fund of Omaha.

 “I was inspired by my mother, who did things women didn’t do then. If you’re not influenced by your parents, you’re not paying attention.” – Lisa Roskens

With her husband, Michael Yanney, she received the Spirit of Nebraska Award from the Eppley Cancer Center last year.

Gail’s daughter, Lisa Roskens, learned from her mom. “I was inspired by my mother, who did things women didn’t do then. If you’re not influenced by your parents, you’re not paying attention.”

Lisa is chairman of the board, president, and CEO at the Burlington Capital Group, a company founded by her father, who partners with his wife in philanthropy. Volunteering is a family affair at the Roskens’ house where Lisa’s husband, Bill, and their two children join in. They rally around animals and kids and have helped at the Nebraska Humane Society and at Take Flight Farm.

Lisa tries to pass on to Charlie, 13, and Mary, 10, what her mother passed on to her. “We try to instill that sense of giving back as an obligation to being a citizen in a community. I don’t tell them what charities to support, but foster independence.

“Mom said the only thing you get out of life is what you give away.”

Sharon Marvin Griffin & Melissa Marvin

Sharon Marvin Griffin and her daughter, Melissa Marvin, have received many of Omaha’s top honors for volunteering. For Sharon, they have included Arthritis Woman of the Year, Ak-Sar-Ben Court of Honor, Salvation Army Others Award, and United Way of the Midlands Volunteer of the Year, among others. For Melissa, awards have included the 2010 YWCA Women of Distinction and honors from the Omaha Junior Chamber of Commerce.

Each has been involved in more than 40 charitable activities over a lifetime. Each presently serves on 10 nonprofit boards. Coincidence? Not likely. Melissa has inherited her mother’s zest for volunteering.

“Mom is a professional volunteer,” says Melissa. “No. 1 is the importance of giving back. No. 2 is the importance of how to be a leader, how to work together in teams. I try to emulate that.”

“Mom is a professional volunteer…I try to emulate that.” – Melissa Marvin

Melissa remembers her first volunteer experience at age 7. She and brother Barney, then age 2, delivered Christmas gifts to shut-ins. “We looked on it as an honor,” she says.

The family, including her father, Sam Marvin, who died in 1997, together rang bells for The Salvation Army.

The mother and daughter also have in common busy careers. Sharon, who is married to Dr. William Griffin, has had a 25-year career in real estate at NP Dodge. Melissa is with the Cohen Brown Management Group and is director of Community Engagement for Metropolitan Community College.

Mom has the final word: “The more you give, the more you grow.”

Susan Cutler, Jeanie Jones & Jackie Lund

Susan Cutler has big fans in her daughters.

“I watch all the friends Mom has made and the rewards you get from giving. I have huge shoes to fill,” says Jeanie Jones. “I don’t think she realizes how big those shoes are.”

Those shoes took the first steps to volunteering in her hometown of Council Bluffs, where Susan lived with her husband, Bill Cutler, a funeral director. They moved to Omaha in 1987. “When I started volunteering, I learned so much about my community,” she says.

She volunteered at her children’s schools. “I wanted to meet other parents, learn what was happening,” says Susan, who was a third-grade teacher earlier in her life. She presently is on the board of directors of the Methodist Hospital Foundation and Children’s Hospital Foundation and is co-chairman for Joslyn Art Museum’s 2013 Gala.

“I have huge shoes to fill. I don’t think [Mom] realizes how big those shoes are.” – Jeanie Jones

Her daughters have their own impressive resume of community service.

“I remember Mom was involved in Ak-Sar-Ben when I was in sixth and seventh grades. I had to go to stuff and didn’t like it,” laughs daughter Jackie Lund. The mother of two children is owner of Roots & Wings Boutique in Omaha. But Jackie now goes to “stuff” and enjoys it. She is guild board treasurer of the Omaha Children’s Museum.

“I met some of my best friends through volunteer work,” says daughter Jeanie, who has three children. She serves in leadership positions for such groups as Clarkson Service League, Ak-Sar-Ben, Joslyn Art Museum, and Girls, Inc.

Susan said she didn’t try to influence her daughters. “Your children do what they watch, not what you say.” She continues her devotion to volunteering. “You learn about yourself, as well as about the community. It all comes back to you more than you can ever imagine.”

Sharon McGill & Kyle Robino

Kyle Robino remembers as a child slapping stickers on hundreds of mailings for charities. That was her first exposure to the world of volunteering with her mother, Sharon McGill.

Their family’s tradition of volunteering has been passed down from generation to generation. Sharon inherited the volunteering gene from her mother, who helped establish the Albuquerque Garden Center, and from her grandmother, a strong force in her rural New Mexico community. “I looked back at their lives and learned how they made things better for others,” she says.

Sharon brought along her talents as a ballet dancer when she moved to Omaha in 1968. Not surprisingly, her first volunteer act was helping to build a professional ballet company. A dancer, teacher, board president, and, later, ballet mistress for Ballet Omaha, Sharon took her two daughters along. They attended ballet classes and absorbed the essence of volunteering from watching their mother. She now serves on the Joslyn Castle board.

“I think people who volunteer clearly had mothers who were great role models. My mom was a great role model.” – Kyle Robino

Kyle and her sister, Gwen McGill, who resides in Napa Valley, Calif., are following in their mother’s ballet shoes.

The JDRF is the center of Kyle’s volunteer work. Five years ago, her older daughter, Olivia, was diagnosed with Type 1 diabetes. Kyle’s husband, Mike, is board president of the JDRF Heartland Chapter.

“As you get older, you figure out what your passions are and what causes are personal to you,” says Kyle, who owns Old Market Habitat flower shop. “I think people who volunteer clearly had mothers who were great role models,” she says. “My mom was a great role model.”

Kyle is now a role model for a possible fifth generation of volunteers—daughters Olivia, 14, and Ava, 7. These young ladies will have big shoes to fill, too.