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Anne Eiting Klamar, M.D.
Chair, Board of Directors, Midmark Corporation
Anne Eiting Klamar is currently the Chair of the Board for Midmark Corporation. She was previously the fourth generation of the Eiting family to hold the title of President & CEO at Midmark Corporation. Anne was voted into the role by Midmark's Board of Directors in April of 2000. She was named to Midmark’s Board in 1993 and served as corporate secretary. Prior to coming to Midmark, Klamar practiced medicine for more than five years as a staff physician at Family Physicians of Urbana, Ohio.
Anne is passionate about bringing healthcare to those who would otherwise have none, mentoring young women in business, sitting on boards of family held companies and working at the university level. She is currently on the Ohio State University Foundation Board of Directors, among several others, both present and past.
Klamar received her Bachelor of Science degree from the University of Michigan and graduated with her M.D. degree from the Ohio State University. She is also a graduate of the Owner/President Management program at Harvard Business School and several executive education programs at the Kellogg School of Management at Northwestern. She lives in Versailles, Ohio with her husband, Rob, also a physician. They have two grown sons.
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What are the unique features of our programs and our family programs in particular that will help you grow as a leader?
- Family businesses are unique, so I needed a unique program. I chose to come here for two reasons: 1) The programs tackle the psychosocial aspect of being part of the family. 2) This is research based. When we were presented with research, it became unemotional—it’s data. I’ve never seen that before, and it’s unbelievable. To see correlations among family businesses and what makes them up is fascinating. I’ve done many family business programs but I’ve never seen that before.
What has surprised you about those?
- I appreciate the psychosocial aspects these programs address. Family businesses have so much emotion, and it gives us the willingness to talk about that and arms you with some tools for when you go back. It’s the glue that keeps me coming back. I’ve been back with my family. I’ve been back alone. I took Governing Family Enterprises and realized when I tried to teach it to my family that it would be much more effective for us to come here together.
How do you envision translating your key takeaways into action in your organization?
- We try and live it. I have a six-step action plan that I’ll take back to my family council and make sure we follow through on it. Plus, the counseling and coaching here have made me feel confident that there will be support and structure for when we put these plans into action.
If a peer asked you whether he/she should attend Kellogg’s family programs, what would you tell them and why?
- Absolutely. They’re great programs, and they are just the right amount of time. It goes more in depth than you might be comfortable with, but it will make you think about your future. It also touches on succession planning, which nobody wants to think about but everyone has to do.
What are your relationships like with your peers in the program?
- What I really love about these programs is that everyone is dedicated to their family businesses; otherwise, they wouldn’t be here. The people who attend are willing to learn and be vulnerable. It’s difficult to find places to make meaningful connections like we do here. I have contact information for people I know I’ll stay in touch with after the programs are over.
Is lifelong learning something you focus on at your company? If so, how do you see Kellogg helping with that?
- Yes! Personally, I’m a huge fan of lifelong learning. In our company, we focus on developing our people, personally and professionally. We challenge people to look back at their career in our company as one of the best learning opportunities of their lives.
How did exposure to executives from all over the world help broaden your perspective?
- This program, Leading Family Enterprises, is 50 percent international. It’s another dimension of learning. It’s fascinating to hear about ethical dilemmas that people face, and how different things play out in different cultures. For instance, we heard a Ugandan classmate talk about being honest with her brother. That makes the learning even richer.
Do you have an example of something you learned that provided you or your team a better outcome?
- In Governing Family Enterprises, I came here looking specifically for information on how to govern our family. I didn’t know what that would look like. Halfway through, it really hit me that this is the work I’m supposed to be doing. Now I get it. In the last two years, we’ve established family mission values, a charter and a statement of risk. I’ve had my siblings come here and have implemented so many things. Once momentum started, we were able to run things on the family and corporate sides parallel to each other.
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