“Family Organization” – An Oxymoron?

by John L. Ward 

Family organizations, such as family offices, face many paradoxical contradictions. Several follow; then a fundamental paradox will be examined.  

  • Centralized leadership or direct democracy
       – Who makes decisions?
       – How is leadership selected?
  • Individual freedom or collective responsibility
       – Is privacy protected or are there no restrictions on social media use?
       – Is each mindful of the physical security of all?
  • Engagement or emotional space
       – What expectations are put on people for participation?
       – How draining are family meetings?
  • Voluntary involvement or remunerated roles
       – How broad is participation?
       – How appreciated are “doers” feeling?
  • Direct costs or shared costs[*]
       – Who pays for what?
       – How much effort determines real costs? 

Perhaps the most fundamental family organization paradox is Familial or ProfessionalWhen family members participate in family meetings or activities or governance they expect BOTH:  informal, family-like feelings AND productive, effective progress. 

One approach to paradoxes is to seek balance – when there are increasing efforts to professionalize put more attention on how to also emphasize more familiarity. Another approach to paradoxes is to seek a synthesis – “win win.”  Perhaps a family will find that the more professional its meetings, the more time there is for just plain, casual fun?


 

[*] Sometimes the long-term view dissolves paradoxical contradictions. Perhaps in the long-term all costs are shared?

Share
Posted in Family Meetings, Paradox | Tagged , , , | Leave a comment

Family Business Conflict can have Long & Complex Roots

Kent Rhodes

In the context of the family enterprise, every conflict is further complicated because of the multiple roles and relationships of family members with each other. The CEO of a family enterprise may be the son of its founder. He may also be Dad to several children and Granddad to multiple grandchildren, some of whom also likely work in the company or serve in some kind of leadership capacity. He is likely the husband of a spouse who helped him build the business and raise those several children. He may also be a brother to a Vice President in the company or even a co-president with him or her. As if that were not enough, he is uncle to his siblings’ children and in some cases may also be their boss if they work in any aspect of the family enterprise.                      

All this inter-connectedness means conflicts in family businesses tend to not only be complex but also the result of long-term processes and relationships rather than one-time events. Although unaddressed events within a family can eventually cause an underlying way of relating between family members that then becomes an accepted norm in which family members view conflict with each other as “normal” for their family.

While most families have varying degrees of this otherwise harmless dynamic as core to their relationships with each other, the added weight of interacting within the context of the enterprise or business, can exacerbate conflict and even devolve into a destructive pattern of conflict over time that is not harmless.

When business conflict is properly addressed owners or managers tackle smaller challenges, managing them effectively in real time. But when events are not well managed or are accepted as normal or just ignored, they can become chronic, stack up over time, and become crisis points. In families with long or multigenerational histories together and with strong emotional ties, recognizing and managing conflict is more challenging than for non-family collaborators. Taking the time to think about those types of conflicts is worth the effort to do so in order to enhance family unity and business efficiency.

Share
Posted in Conflict & Communication | Tagged , | Leave a comment

Key Questions for Conflict Resolution in a Family Business

Kent Rhodes

To effectively address the interpersonal conflicts in family business, it is important to understand and address the unique challenges that occur when families simultaneously work to build a multi-generational enterprise, work to give back to their communities, and share financial assets that benefit both the family and its individual members.

Traditional approaches of conflict resolution have their roots primarily in the legal and family counseling fields and as such, tend to present overly simplistic ways to “resolve” conflicts that are common to families in business together. In order to figure out a realistic approach to these unique challenges, it can be helpful to first consider: 

  • Which conflicts need to be managed rather than “resolved”?
  • Can we clearly define the conflict in a way that everyone’s perspective is included?
  • Are we willing to explore every option to address a conflict?
  • Can we think about long term “fixes” versus quick ones?
  • How might we maximize opportunities for learning and increased relationships that addressing conflict can offer a family? 

These questions require you to widen your frame and set yourself up to find lasting and comprehensive solutions.

Share
Posted in Conflict & Communication | Tagged , | Leave a comment

Family Business Conflict

Kent Rhodes

According to some experts, conflict is “a process that begins when an individual or group perceives differences and opposition between itself and another individual or group about interests and resources, beliefs, values or practices that matter to them”[1].  While that definition is accurate, it isn’t quite enough to accurately describe conflicts that are common to family business. 

Today, many enterprising families also collaborate in managing family offices, overseeing philanthropic endeavors through established family foundations, or sharing control of other public/ private enterprises. While all collaborations will run into their share of disagreements, the unique qualities of family at the intersection of these enterprises bring special challenges to effectively managing conflict. The dynamics that can produce conflict within a family simultaneously intersect with the challenges of owning and operating a business, introducing emotional and historical dynamics that complicate solutions and opportunities. 

It is important to bear in mind that when managed correctly, some conflicts can be beneficial – for example spurring important new ideas, innovations and energy for the business. While knowing how to manage conflict and leverage it into an advantage may not be immediately clear, and the emotional load of conflict in a family business can feel threatening – it is important not to avoid conflict, but to work to address it effectively for the benefit of the family and the business.


 

[1] De Dreu, Harinck, & Van Vianen, (1999). Conflict and performance in groups and organizations. In Cooper & Robertson (Eds.), International Review of Industrial and Organizational Psychology (Vol 14, pp. 369-414). Chichester, UK: Wiley.

Share
Posted in Conflict & Communication | Tagged , , | Leave a comment

Is Business Longevity the Goal for Enterprising Families?

Craig Aronoff

In a static or relatively stable socio-economic system, the ability to identify, sustain, and defend a niche in the marketplace creates tremendous value to pass from generation to generation.  When the socio-economic system is in ever accelerating flux, creativity and adaptability rather than defensive stability may be the key to longevity. The specific corporate form of the enterprise may be far less the issue than the values, knowledge and assets passed from generation to generation.

Share
Posted in Uncategorized | Tagged , , | Leave a comment

Succession during recession?

by Albert Jan Thomassen

Albert Jan Thomassen

Recently a family business owner asked me if he should step down now. “Why do you ask me this”, I replied.  He told me he had planned his succession very carefully and was supposed to hand over the CEO seat to his successor. But he has since developed serious doubts because the recession is hurting the company rather badly.

There are pros and cons to handing over the reins in recession time.

Reasons to step down during a recession:

  • A young successor has new ideas and a lot of energy which can boost innovative thinking and change
  • The drive and energy of the incumbent might not be enough to take the company through yet another recession
  • It may be too difficult to make some of the ‘hard choices’ after many years of building up the company – there may be a lot of baggage.
  • There is no better learning opportunity for a successor than taking over in bad times

 Reasons to stay during a recession:

  • To leverage the experience with previous recessions to help navigate this one
  • Staying on demonstrates commitment and strengthens loyalty of key people in the company
  • To be able to leave the company in stronger shape for the successor
  • To protect the successor from an unrealistic and unachievable task

What is wise to do depends on the specific situation. As I have seen families in business so often do, the owner in this particular case came up with an original solution. He decided to stay but realized that he wanted to control too much. He was worried that instead of giving his management, including his two children, more responsibility and freedom to take the measures they think are right he would become a real control freak. To counter this, he created a task force with the powers to decide and himself as an advisor to the task force.

We would enjoy hearing from others about how they have managed the challenge or opportunity that is a succession during this ‘great recession’…

Share
Posted in Succession Planning | Tagged , , | Leave a comment

What is a Family Brand Manager?

 By Albert Jan Thomassen

Albert Jan Thomassen

In today’s world companies are much more vulnerable to opinions and statements from a wide range of sources. These can harm their reputation and credibility very fast. Take the example of McDonalds a few months ago. They claimed on Twitter that their food is healthy. Within a few hours there were a lot of negative reactions. The company withdrew their Twitter campaign immediately because the credibility of the McDonalds brand was at stake.

This is but one illustration that building and nurturing a brand has become a necessity for companies.  However, when the company name is the same as the family name – brand management has an extra dimension: the family.

 Some business owning families are well aware of that extra dimension and have what I call a ‘Family Brand Manager’.  The Family Brand Manager is not about branding the companies’ products or services. It is about branding the family’s role and the value the family brings to the company and its stakeholders.  Usually a family member takes on the role of family brand manager although he or she may not always be aware of this role.

 Some of the tasks of an effective family brand manager are to:

  • Identify and cultivate the unique values and personality of the family
  • Determine how to execute their role as visible and positive owner and to make that tangible for both family members as well as other company stakeholders
  • Make explicit what their long term aspiration is, e.g. ‘no intention to sell’ or ‘if we enter a market we intend to stay’
  • Uncover and communicate the family and business stories that really matter to the success of the company
  • Provide guidance to the board and the management with a clear owners’ vision

To think about the family as a brand and make the effort to uncover that brand can be a real challenging job but very rewarding for family and company.  Done well it really helps to maximize the advantages of family ownership.

Share
Posted in Family Business Values | Tagged , , , | Leave a comment

Is Google a Family Business?

by John L. Ward

You likely noted the news that Google is doing a stock split – doubling its shares, but without the new shares having a vote. The rationale: The two partner founders argue that they can be more long-term. Together they control and assuredly will secure 58% of the votes.

The move reminds us of the article we wrote about Google when it first went public in 2004.  Read the article.  Click Here

Share
Posted in Uncategorized | Tagged , , | Leave a comment

Fast Fashion Retailing: A Great Family Business Industry

by John L. Ward

What do Zara, H&M, Uniqlo, Benetton, Topshop and C&A have in common?  They are all family businesses and they are the largest fast fashion retailers in the world.

This curiosity was recalled reading recently about the strategic challenges facing Benetton.  To permit time to address their problems they announced they are taking themselves back private again.

Share
Posted in Ownership & Shareholders, Strategy | Tagged , , , , , , , | Leave a comment

Rights of Man

David Lansky

David Lansky

I have been reading “Rights of Man” published in 1791 by Thomas Paine, one of the fathers of the American Revolution. This monograph was published as a commentary on events leading up to the French Revolution and the governance of nations.  I find it fascinating to consider the relevance of these writings to our work on governance of family enterprises. While there are many interesting parallels, I focus on a few below, with Paine’s words in italics.

Principally, Rights of Man opposes the idea of hereditary government — the belief that dictatorial government is necessary, because of man’s corrupt, essential nature. Paine wrote:

Every age and generation must be as free to act for itself in all cases as the age and generations which preceded it. The vanity and presumption of governing beyond the grave is the most ridiculous and insolent of all tyrannies….

Need we say more about the challenge that founders face when they consider passing a business or family wealth to the next generation? You can’t govern from the grave.

Every generation is, and must be, competent to all the purposes which its occasions require…..

And yet it should be emphasized that generations who wish to assume governing responsibility must be competent (educated, informed, engaged) to that task.

The fact, therefore, must be that the individuals, themselves, each, in his own personal and sovereign right, entered into a compact with each other to produce a government: and this is the only mode in which governments have a right to arise, and the only principle on which they have a right to exist….

Legitimate systems of governance evolve from a conscious and intentional decision to freely associate. Some of the most flawed systems of family governance that I have observed are composed of family members who do not believe they have a choice – or do not own the choice they made – to be a part of the system.

The circumstances of the world are continually changing, and the opinions of men change also; and as government is for the living, and not for the dead, it is the living only that has any right in it. That which may be thought right and found convenient in one age may be thought wrong and found inconvenient in another. In such cases, who is to decide, the living or the dead…?

Whatever system of governance is implemented, it should be understood that policies and expectations are dynamic and evolving and should change over time to accommodate a family’s changing circumstances.

It requires but a very small glance of thought to perceive that although laws made in one generation often continue in force through succeeding generations, yet they continue to derive their force from the consent of the living….

It is incumbent upon governed parties to revisit and renew their agreements. Choice in successive generations that is revisited and renewed helps to ensure legitimacy of a system of governance and can help sustain the system over time.

Share
Posted in Governance & Boards | Tagged , , | Leave a comment