Value differences across generations in a family exist.
Given the fact that we are living longer, it is likely that family business members will encounter what Mark Green refers to as “the syndrome of generational stack-up” in Inside the Multi-Generational Family Business. This term refers to the “convergence of several generations as owners, managers, employees, and shareholders working together.”
Take a moment to think about the differences between your generation and the generations that are above and below your cohort. It is worth trying to understand how the situational context and culture of a generational cohort influences thinking, especially in a family business. Perhaps with this lens, you can see that patterns of conflict arise when two or more generations are represented in management or on the board because of differences in values and worldviews.
To start, it helps to break down the time period in which different family members are born, for instance the Silent Generation (b.1925-45), Baby Boomers (b.1946-64), Generation X (b.1965-80), Millennials (b.1981-95) and the most recent cohort to join the workforce, Gen Z (b. 1996-2013). This exercise alone will illustrate the variance in generational cohorts and lay the foundation to look into the different values and expectations held by different cohorts.
The country, town, and neighborhood in which you are born, family of origin dynamics, gender and sibling position all contribute to how you experience the world and the core beliefs you develop between 1-7 years of age. The social, economic, and cultural environments you grow up in contribute to the collective beliefs you were exposed to. Furthermore, traditions and customary thinking form historical beliefs of your family. Then there are the inherited intra-generational and inter-generational traits. These foundations of your belief system are unique to each family member. Where patterns can be discerned in each generational group, this will be a powerful guide to improving communication patterns.
How do you interact with different generational cohorts in your family?
In his book, Green identified some likely causes of generational conflict. From studying his family business clients, he observed that men born in the Silent Generation-- typically the founding generation -- are likely to clash with Gen X men. This is because the former have seen it all and done it all- surviving world wars and thriving to build a family business, raise a family, become respected members of society. In comparison, the latter are likely to feel that they are falling short as professionals, fathers, sons, and husbands. Does this feel familiar to you?
In another example, Green compares Baby Boomers and their Gen X children. Once Gen X children take on management or board roles, there can be confusion between responsibilities and boundaries. The tendency of Baby Boomers to hold on to positions of “authority” and prolong retirement is also likely to result in generational stack-up conflict. Especially where rising generations are also anticipating vesting of ownership to them, the longer lifespans of older generations can cause tension because of differing expectations.
Why do you need a conscious family business advisor to help build bridges?
Dealing with generational stackup typically requires external support because of the high level of awareness needed to identify the differences in thinking across generational cohorts- without judgment and without blame.
These conversations can be difficult to have especially where behaviors that are unconsciously driven by different generational values are disagreeable to some. It can be challenging to spot the opportunities to embrace diverse thinking for better and more inclusive decisions.
I can help your family create new awareness and understanding and an appreciation for the diversity of thinking that different generational cohorts bring to the family business.
In my work with you, we first create awareness of the different generations presented as stakeholders and identify their communication patterns. Through our exploration of genealogy, family systems theory, family communications patterns theory and birth order theory, we create an understanding of the conflicts inherent in your family’s communication. This empowers you to improve listening and communicating at the interpersonal and collective family levels.
Next we work on building consensus on the values that will enable resolution of the specific problem. So this may look like setting term limits for positions, such as the CEO position or structuring the vesting process in a shareholder’s agreement. Our systemic approach means that the solution will be a total solution, where we look at the how the values you create together can be aligned at the interpersonal, business, and ownership levels.
If you need to build bridges across generations in your family business, don’t hesitate to reach out at info@bbold.co.ke. It would be an honor to help you through the process.
© 2023 Wanja Yvonne Janice Maria Michuki, Be Bold Consulting & Advisory Ltd.