Ask the experts: Managing new roles

Family Business Magazine

My Dad retired a year ago and now he sits on the company’s board. He’s second guessing my decisions and undermining my running of the business… What should I do?

Harry Kras

Family Business Resource Centre

Changing roles is a challenge for both the retiring and incoming CEO and there are many newly appointed leaders who carry the title but not the authority.

Remember though, leadership and respect must be earned.

Your challenge is to have a conversation with your father that goes beyond a catalogue of examples of how he has undermined you. Generally that only leads to his recital of an equally long list of your failings, raised tempers and unproductive outcomes.

Elevate the tone of the discussion. Dad has passed the business to you for a reason -- what was it? Does he want to see his life’s work continue to benefit his family beyond his lifetime? If so, he’s going to need your help to achieve that dream.

Start by developing a vision of the future that both of you are passionate about achieving. You then have the platform for some exciting and productive discussions about how you can support each other in making that a reality.

Rosemary Freney

Ex-family business owner and retired accredited Family business adviser

Your Dad has not retired, he just has a new title and doesn’t know how to stop running the business. He probably can’t help interfering and is not setting out to undermine you -- this looks like a case of differing expectations. If there is good governance with a skilled board, composed of at least one independent non family member, you could ask for their advice and support.

If the board meets infrequently, is composed of family members and the chairman has poor skills some neutral professional intervention is required.

Dad’s lawyer and accountant are not suggested for this role, they are his men. An independent Accredited Family Business Adviser with mediation and communications expertise could help you to meet with your father to discuss both of your roles and expectations.

The whole family needs to meet other families in business and become fully involved in family business education.

Bevan Roberts

Director/CEO, Dale and Wood Business Sales and Consultancy

It is most likely that your dad is simply not coping with the transition, and that’s an important thing to recognise.

Try considering the full reach of the decisions and changes you’re planning to make before you make them and from his perspective. You’re much more likely to receive his support at board level if you take that approach.

Keeping communication and discussion open with him is paramount. Taking things that the two of you have already agreed on to the board demonstrates to its members that the transition from your Father to you is working. If you cannot achieve his agreement first up, park the change and try reintroducing it later.

It is certain that he does not want you to fail; in fact he is trusting you to be as good, if not better than he was. He needs to be brought along for the ride to a new success.

This article was first published in Family Business Magazine, to read it for free click here.