Andre joined Twin Cities Business in September 2014 and now serves as Online and E-Newsletter Editor, a role in which he manages TCB's website, covers breaking news, updates social media channels and oversees the twice-weekly e-newsletter,Briefcase. Previous to joining TCB, Andre dabbled in several roles, including experience in several newsrooms, a one-year stint at a nonprofit through the AmeriCorps national service program and developing social media strategy at Carmichael Lynch Spong.
Dale used to head up the production of TCB’s magazine, website, e-newsletters, live events and editorial partnership projects. He also served as both an editor and a writer, was a weekly on-air business news contributor for CBS’s WCCO radio and regular commentator on Gannett’s KARE-11 TV, and emceed several events throughout the year.
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Vance K. Opperman (email@example.com) is owner and CEO of MSP Communications, which publishes Twin Cities Business.
Sarah Lutman is a St. Paul-based independent consultant and writer for clients in the cultural, media and philanthropic sectors.
David Burda (twitter.com/@davidrburda, firstname.lastname@example.org) is editorial director, health care strategies, for MSP-C, where he serves as the chief health care content strategist and health care subject matter expert, and was editor of Modern Healthcare, the industry’s leading health care business publication.
Sam Schaust first joined Twin Cities Business in January 2015 as an editorial intern. He is now the Online and E-Newsletter Editor, a role in which he manages TCB's website, covers breaking news, updates social media channels and oversees the twice-weekly e-newsletter, Briefcase. Sam is a graduate of the University of Minnesota where he gained experience by writing at two campus publications: the Murphy News Service and The Wake magazine.
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Tom Hubler (email@example.com) is president of Hubler for Business Families, a family business consulting firm.
Family businesses are the most common form of enterprise in the world. Of course, that’s a wide net when you define both the rice farmer in Vietnam and the Wal-Mart clan as business families. The point is that business families comprise the majority of enterprises across the globe. Yet because they are privately owned, they can produce highly personal and emotional dilemmas. A mom can get caught in the middle.
This was the case with the Howard family (names have been changed). From the start, Mary Howard worked side-by-side with her husband. He worked outside and handled all of the production; Mary managed work inside and kept the books. Their business thrived. They had four children engaged in the business.
Two years ago Mary’s husband died unexpectedly at a young age. Mary inherited control of the entire company with a new role as chairman of the board. Her four children took on greater responsibilities. Her oldest, Tim, took charge of production. Kitty, a daughter, tackled accounting and books. The middle son, Dennis, became company president. And Joe, the youngest, worked with his oldest brother to help manage the production department. Although Mary was the board chair, she also was Mom, and she got caught between the business and her adult children over the issue of compensation.
Families that own and run businesses have the unique structure of being relatives as well as business colleagues. This produces an unavoidable overlap between the interests of the family and the interests of the business. It’s a critical balance the majority of business families fail to address.
As both Mom and chair, Mary found herself caught in the middle over compensation. In the Howard family, Dennis was particularly upset. He was the president and the company’s public face but made less money than Tim, his older brother, who managed the production.
To resolve the situation, Mary decided to pay Tim the most since he was the oldest child. She also reasoned that he should get the most because he had more children and needed extra money to raise them.
This decision only made Dennis and Tim upset with each other. President Dennis felt he was being treated unprofessionally. They were at a stalemate because family sensitivities were interfering with business formalities. My clients often tell me: “We don’t need all that structure and formality because we love each other.” I say, “It’s because you love each other that you need structure and formality.”
We determined that the Howards needed a compensation plan that included a family participation plan/code of conduct. This approach establishes the ground rules the family needs to run their family business.
In this case, I encouraged Mary and the family to adopt a compensation plan based on the four Ps of compensation: position, performance, percentile and premium. The four Ps model recognizes the position’s level of criticality, performance by the family member, what percentile the position should be paid, and whether the family member receives a premium due to family status.
We had Mary work with an accountant to establish the pay range for the positions her adult children held. Then we suggested she determine what she would pay each position in that range. Next we asked Mary to establish performance criteria for each of the positions so that each adult child knew what it took to do the job well and what bonus they would receive for that achievement. Last, we advised Mary to determine whether the adult children would receive a pay premium simply because they’re family members.
Mary followed our advice and formalized the compensation program. What started as Mom-in-the-middle torn between practical business needs and emotional family dynamics culminated in her transformation into a positive balance for family and business.
Mary implemented the necessary structure and formality for the business while preserving her family’s relationships. I’m happy to report that Dennis reconciled with his mom/chairman of the board, and Dennis and Tim recognized the value of each other as business partners and brothers. Business and family are thriving.
When encountering a tense situation with a family business, tell the truth with love instead of fear to resolve conflicts.
Every family business must have plans that address ownership, management, the business model and family emotional equity.
Healing sibling resentments and blending two generations of children requires open communication.
Succession planning includes not only mentoring the next generation, but also a good exit strategy for the founder.
Children may not place the same value on a family business as their parents do, which can create huge conflicts at the time of succession.
Family business members need to share with each other what they need to thrive and be successful within their families and companies.
Poor communication and long-standing resentments hurt families and their businesses.
Gratitude is the glue that holds personal relationships and family businesses together.
What happens when a family business succession plan goes awry?