r ness Getting a career back on track

By Craig Aronoff

ly impacts the next-generation member as well as other employees.

The best solution is often a decision by the young person to work elsewhere, at least for a period of years. If they are not capable of making that decision on their own, a family member may need to intervene to help in the decision-making process.

A YOUNG. next-generation family .Clmember joins the family's business. In the best-case scenario, he or she arrives with some skills and outside work experience, a good attitude, and an appreciation for the opportunity presented. Sometimes, though, this isn't what happens.

There are several ways that nextgen members get off to a bad start. In some cases they are put in positions for which they are unqualified. In others, they bring an attitude of superiority and entitlement. They may hesitate to interact with co-workers because they feel that all eyes are on them. These situations undermine a next-sen member's credibility with the people with whom they work.

Unfortunately, these early mistakes may be compounded by dad's and mom's reaction to them. If the oarents ignore performance problems. other employees will complain of unfair treatment, and rightly so. Business rules that are followed by everyone else-but are bent or broken for junior-will undermine the culture, image and respect that senior family members have worked to establish.

While the intent is to do what's best for all, avoid conflict, and keep all happy, allowing performance or attitude problems to escalate negative-

If the exit is managed well, there can be the possibility for them to return after gaining the knowledge, experience and maturity to allow them to make a meaningful contribution to the business. A graceful exit requires that the next-gen member and his or her parents understand what has happened and why, everyone accepts appropriate responsibility, and appropriate communications are made to other employees.

At the same time, management should learn how to better manage these situations-particularly if other siblings or cousins might be waiting in the wings. Clear employment policies and procedures should be developed and implemented to minimize the probability of repeat occurrences.

In their own family business world, young family members are like celebrities. They attract tremendous attention, become the focus of the rumor mill, and suffer close scrutiny of all their actions. Many times they are unable to develop relationships with co-workers because they are unable to trust the motives of those who seek relationships with them. This circumstance is one of the uncomfortable realities of being in the next generation of a business-owning family. It goes with the territory. But if things aren't going well, it makes things much worse.

Coming back from a work situation that has gone bad for a young, nextgen employee is similar to a celebrity who's had public problems and has to make a comeback. The seven steps to a successful comeback are:

.Own up to what's been happening. Show that you get the problem; apologize, exercise humility, take your share of responsibility.

. Disappear for a while. Step out of the family business. Give yourself a break to regroup and refocus.

Avoid negative attention. Keep a low profile and be particularly careful not to say or do things that would add to the negative perceptions or get in the way of any opportunities to build new, more constructive perceptions.

. Be seen and not heard. Over time, begin to reintegrate into the family business. Attend business functions where the family is involved, but keep it low key as you raise your profile.

. Align yourself with causes you believe in. Find your passion and follow it both at work and in other activities. By focusing on your passion, you are most likely to be motivated to achieve results, make a difference, and be a contributor. Such achievement can build credibility for the long term. Choose the right career project. By finding an activity where you can achieve success, you'll build the confidence of everyone-especially your own. We know young family-business members who have joined the military, led community campaigns, gotten new jobs and earned promotions. started their own businesses, and taken other actions that have led to great things in the family business and out.

Reemerge with a new image. Take your time and take advantage of the experience, knowledge and maturity that time-properly used-can provide. After achieving success, developing maturity. gaining perspective. and finding knowledge, a young family member can change from being a perceived liability to being seen as an essential asset for sustaining the business across generations.

Problems of the past then become a fading, slightly amusing memory as the now-not-so-young family member becomes a real contributor to the team that carries the business forward.

- Craig E. Aronoff is co-founder and principal of Family Business Consulting Group, Marietta, Ga.; (800) 551-0633.