In this 25 million-dollar business two sons had worked with their father for over 20 years. The father was a vigorous 72-year-old who had quite set ideas as to the direction of the business. His autocratic leadership style had molded the business and his Marketing acumen had gained a strong foothold in a very competitive market. However, the sons were increasingly restless. Having assisted Dad for years one son was eager to show his leadership ability, the other was less committed and showed less leadership or need for power. The diagnostic interviews showed a great deal of alienation in the family, an inability to have constructive family meetings and a long –build-up of anger and resentment between the generations. The Strategic Initiatives Solution: We began with a training model with the family members involved in the business on communication skills, negotiation and conflict resolution skills. We worked to develop a deeper level of acceptance between the family members plus an honest appraisal of each other. This initiated a trust-building process. We worked on these skills with the family members both with Executive Coaching and in carefully facilitated family meetings.

 

We then worked with the family on development of a Shared Vision. We helped the family create a Shared Vision for the Business and the Family. In this case the goals for the business between the generations were quite different. The Vision for the Family was quite harmonious. There was more room for negotiation then either party had previously thought. Nevertheless, this was a critical process in developing a sense of Team between the family members. This Shared Vision at the top of the organization was then utilized to develop a Mission Statement and eventually a Strategic Plan.

 

We encouraged the revision of their governance structure. Like many small businesses, the Board of Directors was really acting like a Family Council, but fairly ineffectively. The Board included several family members who did not work in the business plus the family executives. We suggested and implemented a Family Council, Family Seminars and Board of Advisors not dominated by family members. In this case we recommended a series of Family Meetings to improve communication and trust within the family. This served to strengthen the family relationships and resolve family issues. It also reaffirmed the importance of the family beyond the business issues. As is true for many business families, the business was dominating the family. We recommended a Family Council to deal with all issues that interfaced the family and the business such as family employment, capital investment, long-term planning and a Succession Plan – as this family had already decided to keep the leadership within the family. The fight was about the timetable. Third/y, we worked with the family to revise and revitalize the Board of Directors. We suggested that at least half of the members not be family members or advisors. We helped the family create a profile of competencies needed for their board members, business professionals who could contribute to the firm’s growth. In this case, although there is still substantial conflict between family members, all agree that their ability to communicate and solve problems as a team is significantly improved. The family continues to struggle but for the first time in many years, they get together for the holidays and are beginning to enjoy each other. The Family Council is improving family relations, key non-family executives have all commented on the improved functioning of family members and the Board is seen as quite helpful. Dad continues to steer the ship but has given up several major areas of responsibility. Most important he has set a deadline for his retirement and has begun to make some plans in that direction. The oldest son has made it clear that he wants a stronger leadership position and criteria for leadership is being set. The youngest son has pursued a career outside the family business.