Earlier this month I led a panel discussion for the NYC Family Business /Family Firm Institute Study Group. The focus of the panel was on the experiences of women and daughters in family businesses.
The three women panelists are currently working in their families’ businesses. One is “first generation” (the founding generation) and two are daughters of the founders (“second generation”). Prior to the panel discussion all participants were sent an article that summarized research on women and daughters in family businesses. It contained significant data identifying challenges these women face. For example, lack of visibility–their opinions are not asked for, when offered they are not heard, they are excluded from meetings. The article describes the incidence of women being pushed into stereotypical gender roles such as secretarial, administrative and other types of support staff rather than leadership positions, and the prevalence of “oldest-son syndrome” as a basis for succession.
However in equal measure the article included case studies of women having positive career experiences. These women were given a great deal of responsibility and respect.
All the panelist expressed having enjoyed positive aspects of working within their families’ businesses. In the discussion that followed they spoke about the background and underlying circumstances that were instrumental in bringing this about. They spoke about the support of both male and female role models—of mothers who were competent on their own and of fathers who confidently sought out and accepted input from their wives and their children with regard to running the business.
One panelist spoke of her experience growing up and participating in the family business. She recalled going on a buying trip with her dad when she was 12 years old, and his seeking her opinion on wholesale purchases. She added that this experience and training began the development of her leadership role.
When asked how they handle the perception that they have their jobs because they are “daddy’s little girl,” one of the panelists responded that she expects this stereotypical view may always be there, but what is most important is how she thinks of herself and the energy that she gives off.
Asked about how they see their own roles in the family business—as having a job, as growing the business or as experiencing a co-evolutionary process wherein they personally and the business are evolving together (three perspectives identified by the author of the article), the panelists resoundingly stated the importance of ongoing, co-evolutionary growth as individuals and leaders.
A word that is new to me was brought up in the course of the discussion—”heteronormativity.” This term refers to “the belief that people fall into distinct and complementary genders (man and woman) with natural roles in life.” ¹ It was suggested that there is less and less of heteronormativity in our society. There was a consensus, however, that women are better than men at multi-tasking. This is due, perhaps, to men traditionally having needed to focus on hunter/gatherer roles while women traditionally managed many roles simultaneously.
The panelists were asked if they thought that businesses will benefit from incorporating the natural abilities of women in leadership roles. Would businesses that have women in leadership roles enjoy a competitive advantage because of the particular strengths women bring to the table, notably flexibility and capacity for understanding and handling complex relationships.
The consensus of opinion among the panelists was “yes.” One participant commented that with leadership by women like these panelists, the future looks good.
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