Families that thrive over multiple generations almost invariably ascribe a large part of their success to their ability to have friendly and constructive family meetings. They frequently contrast the work they’ve put into being able to do this with efforts expended by other families that haven’t fared so well.
Rather surprisingly, many business families don’t have regular family meetings to discuss business-related issues, or to develop plans and solve problems. Such families travel along quite nicely until there is a major decision to be made (eg: about modernisation projects, sale of business, or succession), or they find themselves in a sudden medical crisis. Then they suddenly discover, to their horror, that they don’t have contingency plans to keep things going; they don’t have adequate understandings of each other’s needs, interests, aspirations or concerns, and they haven’t nominated anybody to take over responsibility for running their business enterprise.
At a time of maximum confusion and vulnerability, when their long-standing leaders (patriarchs and/or matriarchs) are no longer able to lead the family as they have always done, the family finds itself in a very difficult position.
Many families find the idea of using an independent facilitator to run their first few family meetings a bit strange because, after all, they are a family and they know how to meet ….. don’t they? Well, they usually do know how to meet socially, but this isn’t at all the same as meeting professionally. The things that drive families, and that work well in a family environment, may be entirely inappropriate for a business environment, which is typically far more results driven than relationship oriented.
Similarly, the discussion, problem-solving, decision-making, and conflict management processes that are entirely adequate for social use may not serve so well in a family business environment. Relationship-based, social considerations are quite different to the more practical, financial and commercially-based considerations that need to be applied in a family business context. There may also be further complications if some family members are working in the business, while others aren’t.
We recommend adding extra formality and focus into family meetings, including formalising agendas, notetaking, minutes, action planning, problem-solving, decision-making, and the implementation and enforcement of agreed outcomes.
In addition, many families find it helpful to develop and adopt formal Codes of Conduct and Decision-Making processes early in their family meeting proceedings, recognising that a lack of formality and reliability have often caused confusion and conflicts in the family in the past.
There’s value to be had from using an independent process facilitator. Their job is to expertly manage the family meeting dynamics and logistics, which frees traditional family leaders to participate “normally” in the meeting with the rest of the family, as equals. With less need to be seen to be leading, they can relax and observe the thinking and contributions made by others, especially next generation family members.
Younger family members also benefit from skills transfers when they’re able to observe an expert facilitator in action.
As with other activities, the facilitator’s goal should be to ensure knowledge and skills transfer to the family – so family members can over the facilitation of family meetings, if they wish to do so.
To discuss Family Meeting facilitation needs please call, or contact: The Solutionist Group.