Family Leadership Strategies

56 Behavioral reluctance Behavioral reluctance is also an amalgam of outward responses to social and interpersonal dynamics. Seniors are advised to make no assumptions about how one will respond to the opportunity to lead. They may demystify the family or enterprise leader roles to remove uncertainty. Best practice is to take measured steps based upon readiness, beginning early in the cycle, and not rushing the process. Nothing is a ‘fait accompli’ and everything is subject to negotiation. All involved should be open to feedback. As well as listening, open-ended questions should be asked in relation to often overlooked issues, e.g. what makes you happy, how do you see your life in ten years, what excites you about life? Emotional reluctance Similar to seniors, self-perception and self-worth often form the basis for emotional reluctance for successors. Seniors are advised to strengthen emotional and intellectual bonds. How? Sharing personal stories of success and failure can help humanize roles and expectations. Likewise, possible downside issues, such as work-life balance, and their impact on lifestyle should be acknowledged. Successors need a way out of the process if they decide leadership is not for them. A support system of informal family leaders, advisors, and peers can assist with this. Expectations ought to be clearly defined and siblings engaged to provide reassurance and support. Logical reluctance It is essential to understand how a successor makes decisions and processes information, and discussions must be carried out accordingly. Overly emotional language such as ‘do this for the family’ is to be avoided. Seeking comparable situations in other families which reinforce others’ experience can provide a reference point and reassurance. Nepotism and appointing poorly-qualified individuals in key roles is another major pitfall. Clearly stated boundaries and expectations are critical.