Family-Run Companies and Unraveling Tradition
In family-run companies, traditions run deep, with relationships and unwritten rules. Sometimes these customs, which once propelled us forward like a family, need to be shared through a new tradition in a company. We experienced the loss of an operator from our company’s early days.
This manager, who led a dedicated and skilled subject matter expert (SME) team of three people, was not just a keeper of our tradition but also a bridge to the company’s untold story. She left the team, and the organization, with a quiet move. For us, it wasn’t just about filling a vacancy, it was about losing a vital connection to our roots. As we reflected on what went wrong, we realized our reliance on friendships and family-related hires, though comforting, were hiding deeper issues in our performance.
Trust and camaraderie, while invaluable, could no longer be the sole measure of success in a growing and competitive business environment.A broader evaluation revealed that this was not just an isolated struggle. Our SME teams were entangled in the same situation, fulfilling orders and unable to see beyond the tasks. We were ignoring the larger client outcomes, trapped in what we called fiercely independent battles (FIBs).
These repetitive yet essential tasks filled the day, but achievement was measured only by throughput without a comprehensive understanding of the client’s journey. The focus on fulfillment alone, though once a measure of success, isolated people and stifled innovation.
Through introspection and conversations, we created a new tradition with standards of performance that respected our origins while realizing the whole client relationship and company’s success. The legacy of our manager taught us to honor the tradition of family, and create a new tradition for the future of our company’s legacy.