Resistance to change is the number one killer of businesses. That’s why most business practically trip over themselves trying to onboard the latest technology. But the family business is different. Privately-owned and run, most family businesses don’t have a board of directors or pressure from shareholders. In many cases, they’ve been very successful doing what they do—and how they do it. That success can create a built-in resistance to change. The inflection point usually arrives when the younger generation has graduated to a senior-level position in the company and/or is the eventual successor. Naturally, this generation will push for change in the business to meet the times or get ahead of the curve. This is when the generation gap widens into a gulf, resulting in a standoff. But change is necessary for survival. The question isn’t whether a family business should embrace change (they should), the question is how.
Persuasion requires influence—something the younger generation often lacks in the business. But while they make not have the big title, the younger generation can gain influence with the right approach. And with influence, the position of the older generation may soften, and the necessary change will be approved. Here’s are the dos and don’ts of how to win influence and bridge the generational divide.
DO: Develop a connection
The first step in gaining influence is to develop an authentic connection through communication. Start with your communication style—does it work with the person or people you are trying to influence? If not, adjust. The key to good communication is understanding how the other person likes to communicate. Do they like details or the big picture? Do they prefer casual conversation or a presentation? On a more granular level, what tone do they seem to respond to? Meet them where they are, not where you are.
DON’T: Come in hot
Start with a healthy respect of the older generation. They built the business into what it is today, and they are set in their convictions for a reason. Approach the conversation(s) with respect. Remember, you’re asking for change, not demanding it.
DO: State the facts
Plainly and clearly. Communicate the reality of the market, the competition and the emerging technology that will pull out the rug from under the business if it’s not careful. The latest example is AI. Whether a business “likes” the idea of using AI in some form or fashion is inconsequential. The technology will change how almost every person and business operates. When you approach the situation with facts and talk about the reality of the market before diving into what the next business move should be, you’ll likely find a more willing listener.
DON’T: Come without a solution
Once you’ve laid out the facts on the ground, follow up with a solution. “We should do something about this” isn’t going to cut it. Be specific. It goes without saying that you should do your research and come up with a plan long before this conversation. Bring it to the business leader when it’s well-thought out and ready to deploy.
DO: Focus on the bottom line
Businesses make decisions based on how they will ostensibly affect the bottom line. Start there. When you start talking about how the proposed solution will affect the bottom line, the leader will listen, as it is the main focus of anyone running a business.
DON’T: Forget third-party credibility
In my work, I often see the older generation shun the ideas of the younger generation because, well, what do they know! As the younger leader in the business, you haven’t yet earned the credibility to have your ideas implemented without question. When you bring a plan, cite experts in the field who agree with your assessment, or even another leader in the organization who has more clout but agrees with you. If you can cite best practices that align with your vision, you’re more likely to have it approved.
DO: Have a plan
Everything I mentioned above should be part of your plan. By the time you bring your solution to leadership, it should be buttoned up. And that goes for your relationship and communication with leadership. Is it in a good place? If not, it’s not time to launch.
DEFINTELY DO: Be patient!
Winning influence requires a lot of things, and none of them happen overnight. Always be patient with your leadership, your family, your co-workers and yourself. Practicing patience will allow you to learn to the behaviors, strategy and knowledge you’ll need to not only have your ideas implemented—but to become a respected and credible leader in the business.
