Entering a family-run business can be a difficult proposition for both family and non-family members. Here’s a simple guide to getting it right.

Check for Rules

A family business can often have no clear structures, as family members pick up (and put down) tasks and responsibilities in a fluid fashion. While this can be a great way to transfer skills, it’s also a recipe for chaos. A good business still has guidelines, job descriptions and clear lines of decision-making – if the business doesn’t seem to have this, think carefully about joining it, as you have no way of objecting to requests or arbitrary changes to your work, if that’s how everybody else operates. Remember that these rules should apply to everybody and prevent overdue leniency where family members are concerned, and stop nepotism.

Work Relationships

If you are in a family business as a family member, it’s important that you have a clear demarcation between family and work life. One way to do this is to have a separate workplace (even if it’s a desk within your home) that you only go to for your ‘day job’ and to have distinctive clothing that you only wear when you are ‘at work’. This stops you slipping into family relationships in the work zone and also stops the constant intrusion of work into family time. The rule should be if you’re dressed for work you are at work, if you are not dressed for work, work should not be mentioned.

Conflict

Every workplace has some conflict, but in family businesses it’s important to demarcate work conflict and family issues;

•    Never mention relationships or personal issues in a work argument – if your little brother outranks you in the office, don’t call him ‘baby bro’ in a work based argument, it’s an abuse of family privilege.
•    Keep work arguments to the workplace, don’t let them spill into family time or space
•    Keep to the policies established in the workplace when handling work conflict
•    If necessary, use an independent mediator to help you and family members explore work-based conflict.

Performance

Ensure an annual review applies to all staff – and don’t let off family members because you know their personal circumstances. It may be best to appoint an outsider to conduct reviews alongside the boss, to keep everything honest and fair.

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