For a young adult, belonging to the next generation of a family in business is frequently viewed as a tremendous privilege: it provides an opportunity to grow personally and financially secure. It is, however, a significant responsibility, and some members of the future generation would rather not make such a major decision so early in their life.
Children, on the other hand, are innately aware of their parents’ expectations. Within the family and by outsiders, potential next-generation successors are studied and compared to their predecessors to determine if they can fill their shoes. Members of the next generation must not only improve their executive leadership abilities, but also have a keen sense of “family acumen” in order to manage their relationships inside the family system.
There is no such thing as “the perfect time” to contribute to the family company. It is dependent on the individual’s life phases and personal growth, and it changes with them. What matters is the determination and initiative to develop family bonds.
Members of the next generation who join the family enterprise directly after high school or university are trained from the ground up and gain reputation inside the company and the family. They must, however, be patient, as decision-making authority will not be given to them right away. Family companies have grown increasingly professional, and non-family employees are frequently expected to surpass family members.
Aside from these “hard talents,” young potential family business leaders should learn about what it takes to run a family – the hazards and tools that may help a family structure itself and grow the firm. Understanding family communications and one’s own function in a family team allows the next-generation member to become a responsible family stakeholder by separating individual from team dynamics.
Developing next-generation talent to take on leadership responsibilities requires time and effort for a family in business.