Monthly Archives: April 2020

04/24/20

Shifting Sands

I’m now going into my second month of ‘sequestering,’ a term I like better than ‘staying-at-home,’ or ‘social distancing’ (a misnomer because my social interaction has zoomed along with Zoom).

Thinking through topics for this week’s blog I settled on the quality of empathy among leaders in times of uncertainty and stress. Writers on business leadership in times of crisis call attention to their being proactive, keeping their team members safe, and providing them the same amenities they want for themselves: the ability to work remotely and the tools to do so. They also stress the importance of communication and transparency regarding plans for employee lay-offs.

The stressors in family businesses are more complex. They are the products of the interconnection and interplay among the family, the business and the equity members—their conflicting needs and demands. Essentially there are three teams that need taking care of instead of one. Here, honest communication is key. It’s important to clearly share among all concerned what you know; what you don’t know; what actions are being considered, and decisions as to which will be implemented. And it’s particularly important these days to communicate with an emphasis on empathy.

Our understanding of COVID-19 is changing daily. We continue to travel into uncertain terrain, trying to figure it out as we go. In my conversations with family businesses undergoing stress in these unprecedented times I have reminded them of their shared values and asked that they exercise empathy. I advise them to give each other slack—so as to remain balanced—as they travel together in our present landscape of shifting sands.

04/11/20

COVID-19: Responding to the waiting game

As the COVID-19 pandemic sweeps across the world and America, I’ve felt that I could not post a blog without addressing this unprecedented-in-our lifetime pandemic.

While waiting to see how the coronavirus pandemic and sheltering-in-place will play out, and grappling with my own anxiety and uncertainty, I paused my blog and newsletter for a while. I wanted to prepare a response that’s reflective of my own experience; and not to offer an interpretation of the information that’s changing as a fast as it’s being presented.

Professionally I’m a resource and advocate for family businesses. I teach best-management practices of multi-generational family enterprises; work with family members on improving family dynamics; advise on business growth and entrepreneurial leadership. Personally, I’m a husband; father; believer in higher purpose in our lives.

In my virtual-video conversations with clients I see people grappling with uncertainty, yet plowing ahead. And I see others for whom the pandemic is overwhelming, if not paralyzing. I understand both reactions.

Settling into our new reality, my internal strategy for maintaining a practical, emotional grip on the situation has become, “I can do only what I have control of: washing hands, social distancing, and doing all I can to keep my family safe and healthy.”

As I write this, there appears to be a glimmer of light. The number of new cases is stabilizing in major cities around the world. Still there remain precautionary statements that the disease might return. We should not let our guard down too soon.

I’m grateful to and appreciative of the many first responders and healthcare providers who continue to put their lives on the line for us. And I appreciate and support those businesses that provide essential goods and services we all need to in order to survive.

We are all human. We are all striving to keep our families safe, sane and healthy. I am striving to remember all the lessons I’m being taught by this pandemic. An axiom pertaining to family businesses transitions comes to mind: “respect the past and keep an eye on the future.”