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A Case of Sibling Rivalry
In one small family
business with a father and two sons the
conflicts were not faced in a timely way. Over
the course of twenty years the brothers had
built up a large amount of resentment, with Dad
mediating the conflicts for years. By the time
Dad w'as
ready to retire the brothers could barely sit in the
same room together, never mind run a business
together. Their conflicts were not new. They had
been fighting for years and had never found ways
that resolved conflicts that left their egos and
sense of self esteem intact. Further they had never
learned "how" to resolve conflicts. Dad
approached us hoping not to have to sell the
business. |
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The
Strategic Initiatives Solution:
As is our custom, we began by
interviewing not only Dad and
these two sons, but also Mom, the
daughter and several non-family
employees. We learned not only the
above information but also that
the communication and ability to
resolve conflicts were quite low.
The children were carrying a lot
of resentment towards the parents
and the parents felt guilty for
several actions in the past.
We first suggested Executive
Coaching for each of the
principals (father and 2 sons) so
that each could learn how they
could adapt their communication
style for optimum results. These
private meetings gave each person
a place to reflect on their own
behavior, each other, the family
and to develop communication
skills. We also recommended a
series of meetings, Teamwork
Skills for Family Members.
These training sessions were used
to teach the skills. Usually these
sessions are 3 hours long and
provide a model plus practice
opportunities to improve Family
Communication and Conflict
Resolution. It is here that a
number of values and techniques
are taught regarding development
of Healthy Family, Self-Esteem,
Trust-building and Conflict
Management. |
Third,
we recommended the development and
implementation of a Family
Council. The Family Business
Council provides a Forum for
in-depth discussion of the
critical issues facing the family
business. In small companies, they
become like a board of directors
or advisors. With careful
facilitation they become a place
to resolve family conflicts,
deepen communication and most
importantly prepare the family and
the business for Long-term
Strategic and Succession Planning.
In this case after clearing a lot
of old anger and misunderstandings
the family was able to come up
with a plan which allowed for the
father to retire comfortably, for
the family to meet more often
without discussing business and
for the brothers to divide the
business responsibilities in ways
that felt fair and clear to them.
At this time they are developing a
Board of Advisors, the majority of
them not family-related members to
help keep the business focused on
their objectives. |
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