Komunikasi/Communication
There is a strong relationship between how well a family communicates on a daily basis, and the
probability of a successful family business transfer. There are three overlapping, and often
conflicting systems at work in a family based business. The management system is concerned
with day to day activities of the business, and is responsible for production, marketing,
financing, and other decisions. The ownership system is concerned with returns to various
investors, and fairness and equity in the treatment of ownership stakeholders, or potential future
ownership stakeholders. The family system is concerned with maintaining family unity and
relationships. The family system is more concerned with emotional aspects, generational
authority, and other inward looking issues. The management and ownership systems are
business oriented, and outward looking with concerns about merit, profits, and getting the
various tasks accomplished.
Sources of conflict often revolve around a failure to distinguish between the business and family
relationships. For example, disagreements regarding how the business should be operated reveal
conflicts between the management and ownership roles. Business conversations framed in a
parent-child context often confuse the family system with the management system. There can
develop a perception of a lack of respect for business contributions, and promises and
expectations often are assumed, but not clearly expressed, resulting in disagreement later.
Research has shown that healthy family business entities share decision making, and are
committed to excellence in communication. Regularly scheduled family meetings are a common
trait of successful family businesses. In order to help facilitate communication and achievement
of common goals and objectives, family meetings should be well structured. For example, each
meeting should have a facilitator. At first, this should be someone who has the respect of the
whole family. Later the facilitating role can be rotated among family members. The facilitator
keeps the meeting flowing, helps separate business from family issues, and helps resolve
conflicts in a constructive way. Each family business meeting should have an agenda,
distributed in advance so that stakeholders have a chance to prepare for the meeting. Initial
family meetings might focus on the development of a shared vision for the business, while
subsequent meetings could focus on specific day to day issues such as financing or marketing.
The stakeholders who participate in each meeting will largely depend on the agenda for that
meeting. Sometimes it is appropriate to invite an outside facilitator, business advisor, or key
employees to specific meetings. In order to maintain a healthy communication environment,
certain ground rules should be followed at family business meetings. Participants should come
prepared and on time. All stakeholders should practice good listening skills, and be willing to
share information openly with each other. Group decision should be accepted and supported,
and sensitive issues should not be shared beyond the group. Someone should be appointed to
record important discussions and decisions and the documentation should be filed with other
business records. Finally, the last order of business at any family business meeting should be to
plan for the next meeting. The date, time, place, facilitator, and primary agenda items for the
next meeting should be firmed up before adjourning.