In family business, there is often a subtle phenomenon that has a profound impact: the owner tends to trust, care for, and cherish professional employees more than their own family members. This can be surprising, especially for the next generation who assume that blood ties will automatically give them a place of privilege.
So, why does this happen? What impact does it have on the future of the family business? And how can the business owner’s family create balance?
Unraveling the “Employees Are More Cherished” Phenomenon in Family Business
Many family business founders feel more comfortable dealing with loyal employees than with their children or siblings. The reason? The main reason is dedication and commitment. Many professional employees are often willing to work overtime, sacrifice their weekends, and prioritize their duties. Meanwhile, family members are sometimes considered less disciplined and more likely to prioritize their personal affairs.
Another reason is that employees are more obedient to rules and instructions. They continue to do so even if they disagree. This is in contrast to children or siblings, who sometimes dare to refuse orders and even criticize the owner.
Often, employees consider the company their second home. They take care of the family business’s assets and reputation seriously. On the other hand, some family members seem to be more focused on their personal interests.
Employees also tend to have a “nothing to lose” mentality. Employees are aware that their position depends on their performance. They have no guarantee of being retained if they do not contribute.
Meanwhile, family members often feel they have an “inheritance right” that makes them more relaxed or even demand special privileges.
Do Family Business Owners Dislike Potential Successors?
For founders or owners of family businesses, prioritizing employees is not just a matter of likes or dislikes, but is often a rational decision. For owners, business continuity is paramount. Those who contribute the most to the progress of the business deserve the most appreciation, regardless of whether they are family members or not.
Relationships with non-family professionals are also simpler. This means that relationships with employees are purely based on professionalism. They are limited by contracts, targets, and evaluations. In contrast, relationships with family members are much more complicated because they are burdened with household matters, egoism, and inheritance issues.
Sometimes family business owners are disappointed with their children. This is because the children do not show the dedication and commitment that they should to the business. It is no surprise that owners turn to non-family professionals.
Impact on Family Members and Professionals
If the founder really wants their children to continue the business in the future, the tendency to favor professionals should not be underestimated. This situation can leave deep emotional scars for the next generation. Their efforts and ideas are not taken into account, while the contributions of employees are overvalued.
Furthermore, jealousy can arise because employees are given more trust and special treatment. Children become unmotivated to continue the family business because they feel they are being treated unfairly. Not only that, but because they are given fewer opportunities, employees become less competent. What will happen to the company if it is led by an incompetent person?
For professionals, being the owner’s favorite is certainly pleasant. They gain trust, opportunities for growth, and a more personal relationship. However, behind that, being the founder’s favorite can actually be a burden. These professionals are prone to being dragged into family conflicts. Their loyalty is tested: should they side with the founder or the successor? Often, employees who are too close to the founder become victims when there is a change in leadership.
Finding a Middle Ground: Balancing Relationships
So, how can this dynamic be managed in a healthy way?
- Family members who want to join the family business must be able to prove their competence, not just rely on the big names of their parents or the founder. Conversely, appreciation for non-family professionals should not ignore the role of the family.
- Create transparent rules. Formulate in writing the criteria for people who can work in the company, career paths, and evaluation mechanisms for everyone, both family and non-family members.
- Form a family forum or similar. A Family Council can be a place for all family members to express their aspirations and be involved in formulating and achieving the vision without interfering in daily operations.
- Value contributions, not status. Give equal appreciation based on actual contributions. Employees are valued for their hard work, while the next generation is supported to develop and prove themselves.
- Manage succession carefully. During the transition period, involve the next generation in important decision-making. Value key employees, but ensure that the position and authority of the family as owners remain clear.
Family businesses are a paradox. Sometimes, the sweat and loyalty of an employee feels more real than blood ties. This phenomenon should not be seen as a threat, but as a reminder to create balance.
The key to success lies in the ability to combine the professionalism of non-family employees with the involvement and long-term vision of the family. By valuing both fairly, family businesses will not only survive but also grow stronger, passing on values and sustainability to future generations.
#family business #Family business dynamics #Employee loyalty #Employees vs. family #Succession #Family business conflict #Founder disappointment #Emotional wounds #Jealousy #Feeling unappreciated #Governance
