20 GERMINATION.CA NOVEMBER 2017 your business building a great operating environment. This then radiates out to everyone else our group deals with.” Pitfalls and Conflicts There are a number of possible conflicts that can arise in a family business (or any business, for that matter), according to Francine Carlin, principal of the Business Harmonizer Group, an advisory and consulting firm based in Vancouver. Some of these tend to be more unique in a family business enterprise such as: • Lack of communication • Lack of trust in decision making • Not having clear roles or job descriptions • Lack of education •  Little or no shared experiences within the family or the business • A sense of entitlement •  Not understanding the impact of the family dynamic role in shaping the future of the business Carlin is dedicated to helping family business owners and members develop meaningful solutions for resolving the issues and concerns that have become roadblocks to critical decision making. She has found that in her transi- tion from corporate work to working with family enter- prises, many issues can be much more complex in nature. For instance, in working with those in the agriculture industry, Carlin says many family farms are struggling. “And the legacy is even more emotional because it’s tied to the land. I worked with one family who still had the land since 1882 and, somehow, by blood, sweat and tears, they kept it in the family. There are a lot of deep stories in the family enterprise. It takes a lot of emotional energy to change.” Carlin says what she enjoys most is helping to facilitate a shared understanding of complex issues by separating the person from the issue. “It is important to have regular family business meet- ings with an agenda and often facilitated by a neutral party. It is also important to establish some form of governance that could facilitate shared understanding and family harmony, so that all impacted are clear about policy, roles and expectations. Hold regular financial reporting and business planning outcomes with nonactive family owners. The more family members working in the business, the more vital it is to ensure that everyone is clear on roles, responsibilities and expectations.” Carlin adds that for those individuals who are con- sidering starting a family business or joining a family business that has already been established, she offers this advice. “Understand the amount of work and commitment that’s required to be successful. Build a foundation of trust and establish financial and business management best practices.” Stamp couldn’t agree more: “Build a workable, func- tional, and most importantly ‘accountable’ business struc- ture, for everyone to work inside of. Individuals are paid for showing up on time to work every day, and for what they bring to the business — not because of who they are. If you can’t get the job done, you should not be part of the team. I believe if you want others to join your busi- ness — direct family or not — ask yourself why would anyone want to be involved where there is constant con- flict, lack of respect and unhappiness.” Adds Ellis: “Have the tough conversations before start- ing or joining in. Know where everyone stands and what their goals are. Identify and deal with challenges before they come up. The most important thing here is family and you must protect that at all costs.” Francine Carlin, principal of the Business Harmonizer Group in Vancouver. “INDIVIDUALSAREPAIDFORSHOWINGUPON TIMETOWORKEVERYDAYANDFORWHATTHEY BRINGTOTHEBUSINESS—NOTBECAUSEOFWHO THEYARE.IFYOUCAN’TGETTHEJOBDONE,YOU SHOULDNOTBEPARTOFTHETEAM.” –RickStamp