A short piece on the need for clarity of roles and responsibilities within a family business and how it can significantly reduce the potential for conflict, between family members but also the broader management team and employees too.

Much has been written about working outside the family firm first so that there are skills to showcase ability when entering but even when the next gen go straight into the business, there are ways to manage the risks involved.

First and foremost it is important to promote and offer roles to those able to perform them in the best interests of the business, irrespective of who they are (family or not) and clear definitions of roles, reporting lines , objectives etc can go a long way to prevent issues associate with nepotism and favouritism coming to the fore.

A good insight here.