Family and Business - When They Don't Mix

What happens when family behavior in the workplace falls short of
the ideal? Differing opinions do not always produce discord in a
family-owned company, but they are more apt to cause sparks to
fly. Emotion is the added dimension as brothers and sisters,
uncles and aunts, nephews and nieces, and parents and children
work together.

The individual managing such a company must recognize the
emotional dimension and make the necessary objective decisions to
ensure smooth functioning. Among members of a family who are
active in a business, it may be hard to be objective about one
another's skills and abilities. He was lazy when we were kids,
and he's still lazy. What does Aunt Bess know about the business?
She's only here because of her father's money.

If emotional outbursts affected only the family, the manager
might knock a few heads together and move along. But quarrels and
ill feelings among relatives affect nonfamily employees as well.

The manager's challenge is to keep the bickering from interfering
with work. In an emotional atmosphere nonfamily employees may be
tempted to base their decisions on family tensions -- they know
how their bosses react and are influenced by this knowledge. But
the company cannot become a warring camp. All employees must
understand that their interests are best served by a profitable
organization, not by allegiance to particular family members.

The leader of the family business must not take sides with any
member of the family, but rather must demonstrate that
disagreements will not be permitted to affect the business. This
attitude discourages nonfamily employees from politicking for
position. When the family leader demonstrates respect for the
family and an understanding of the differences, nonfamily
employees are not tempted to play politics.

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