understanding family influence

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Understanding Family InfluenceHow the Family Dynamic Affects Family Business


In last week’s lecture, we spent a great deal of time talking about the best methods to running a family business


These methods gave us an understanding that whichever part of the business was made priority, it would have significant effects on the business venture


This week, we are going to go a little bit deeper and understand how the family dynamic affects the operations of a business and its potential for success


Reardon Supply


Reardon Supply is a $100 million-a-year manufacturer owned equally by 8 brothers and sisters


Bob Reardon, President and CEO, is fed up with his brothers and sisters.


Since taking over the company from his father nine years ago, Bob has done a fantastic job


He has increased revenues 700%, organized an outside Board of Directors, and implemented strategic planning companywide


Reardon carries no debt and is very liquid, but its growth rate is slowing down


The competition is now national and international conglomerates who are able to produce and deliver much more than Reardon can


All of this is causing margins to shrink and customers to look for new options


Reardon needs extensive capital expenditures to stay competitive


So when Bob accumulated enough of the company profits to acquire a company that would push Reardon to the next level, his siblings voted for dividends instead of the acquisition


Bob is fed up with his siblings


All of his siblings are settled in careers and lives outside of Reardon Supply


Some have become concerned with their own lack of liquidity and have expressed an interest in cashing out of the family business


Others resent Bob’s salary, but are very glad to have “one of their own” running the company


Nancy, Bob’s older sister, believes that he is overpaid since her husband is President of a public company worth more than Reardon, but makes less than Bob


There is another family council meeting coming and Bob knows he needs to do something


What should Bob do?


The Problem with Family Business


Secrecy, lack of information, low levels of family emotional intelligence, and little knowledge of the business among family members all threaten the success of the venture


These problems may be the result of a founding culture that supported an autocratic leadership and control or a reincarnation of this culture in a later generation


Or they may come from the family’s belief that there are many benefits in privacy including, flexibility in responding to competitors, minimization of tax liabilities, and management of expectations of relatives, employees, and even unionized workers


After years of not communicating, not editing/hiding financial statements, profit margins, cash flows, and market share information


The ability of next generation family members to assist in the management, or become successors, is significantly difficult


Years of “Just sign here” management undermines the commitment to the dream of having the enterprise continue from generation to generation


The presence of family is the essential difference between a family business and other forms of enterprise


Another problem with family business is in our business schools


Business schools have typically avoided discussing the topic of family businesses in the study of all business topics, which makes our understanding and management much harder


Especially when 90% of businesses in the US are family firms, employing 59% of the workforce and generating 49% of the national GDP


So, not only are we unfamiliar with the dynamics that family businesses operate with, but our own business education does not empower us to be able to understand their impact


Another factor we must take into account is the influence of inactive family members in the business


Family members who do not participate in the management of business often have significant influence on the discussions, decisions, and long-term processes of the family venture


When these perspectives and contributions are not considered, not deemed legitimate, or devalued – they see inequality


This inequality is the beginning of the family conflict that can destroy family ventures


What Are We Going to Learn


Today, we will be talking about 3 things:

Family dynamicsGenogramsFamily History


By understanding these 3 things, we will understand family ventures better and how to manage family issues to positively influence the unique interaction between family and venture


Some Examples


Louisville Courier-Journaland

the Binghams


On January 9th, 1986, Barry Bingham Sr announced that the Louisville Courier-Journal would be sold


The Binghams had been unable to communicate and resolve the differences between family members


On this day, an agreement was reached between the Gannett Company and the Binghams cashed out.


Unlike Reardon Supply, Barry Bingham Sr. had not been able to demonstrate a visible commitment to continuity


Also unlike Reardon Supply, there were no independent member of the Board of Directors


Barry Bingham Sr. also did not fully empower Barry Jr. when he became the President of the newspaper, by repeatedly second-guessing him, and retaining his majority voting control


By never communicating his commitment to continuity, transfer of voting control and approving the sale of the company, Barry Sr. minimized his power as father, CEO and majority owner


Many of the problems, discussions and decisions the Binghams could have taken to reverse course and prevent the sale of the company would have been in family meetings


Without such a body, the conflict was taken directly to the Board of Directors, which was clearly overwhelmed by the conflict and paralyzed by its own membership


In the absence of family meetings, next generation family members lacked the education, information, give-and-take communication, and emotional intelligence that would have promoted understanding among the individual heirs


The Seattle Timesand

the Blethens


Frank Blethen, Chairman of the Seattle Times, built a business to last


The Blethens believed in sharing information among family members through family meetings – a central governance body


In family meetings, Frank would talk about the commitment of every generation, which had resulted in over 100 years of leadership


He stressed the need to value the extended family over the individual or family branch, and challenged individuals who participated in the family business to assume stewardship of the family venture


He taught them that to be successful as individuals, it was essential that they understand the individual’s responsibility towards the group


Frank taught the next generation that more than money, they inherit a responsibility to others and to stewardship so that the enterprise they received could be successfully passed on


What was the effect?


Members of the 4th generation were proud to report to the family council that on their watch, the company grew from 2 daily newspapers


To 6 daily and 2 weekly newspapers and 2 major informational websites


They had overseen a 215% growth in assets and a 33% growth in cash flow – increasing the dividends to over $30 million – when only 20 years earlier it was 0


The Seattle Times had been a finalist for 6 Pulitzer Prizes and been named the 14th best newspaper in the United States, making it the best regional newspaper in the country


Through education and information sharing, they were able to increase their patient capital slowly and steadily without being challenged by family members for “a bigger piece of the pie”


The Zero Sum Dynamic


It is within the rights of ownership to focus on individual gain and to retain the right to immediate liquidity


But in large multi-generational family ventures, liquidity does not exist


This lack of liquidity and the need for selfless interest can be a burden for family members operating in a society that tends to focus on the short term


They will only take on this responsibility if opportunities to acquire information, be educated, and to engage with important family value are plentiful


But there is a problem here…


Multi-generational families are fertile ground for zero-sum dynamics


Zero-sum dynamics are characterized by exchanges in which one party’s perceived gain is the other party’s perceived loss


If one branch of the family uses educational assistance for next generation family members, another branch assumes that less will be available for their children


If family members in top management are to be compensated at fair market rate, those not active in management assume they have to settle for lower dividends to compensate for it


This is called “Us vs Them”


The “Us vs Them” dynamic can be triggered by anything – male/female, active/inactive, richer/poorer, better educated/less educated, older/younger, blood relative/in laws


The only time that “Us vs Them” becomes active is when the enterprise or wealth stops growing or is in decline

understanding family influence

Business

brand focused

enabled years

enabled bob reardon

enabled nancy

enabled secrecy

enabled reardon supply

generation family members

business venture