“We’ll Figure It Out When I Get There” Is Not a Career Plan: The Case for Clear Roles and Responsibilities for Rising Gens
Picture this: you call your parents, beaming with pride.
“I got a job!”
They’re thrilled. And then come the questions:
“What’s the role?”
“When’s your first day?”
“What’s your salary?”
“Who do you report to?”
“What are your responsibilities?”
You shrug. “I don’t know… we’ll figure it out when I get there.”
Your parents would likely short-circuit. They’d probably be baffled because accepting a job offer without clarifying the basics is like signing a lease without seeing the apartment.
And yet, that’s exactly how far too many Rising Gens enter their family enterprise.
Nonexistent, or generic, job description.
Few, if any, defined responsibilities.
Unclear reporting structure.
Zero success metrics or key performance indicators (KPIs).
Just a vague title and a loose idea that you’ll finalize everything on the job. In any other setting, this would be unacceptable. But in the world of family enterprises, it’s far too common.
Why It Matters
Job descriptions, clear responsibilities, and KPIs aren’t bureaucracy; they’re clarity, credibility, and career-building tools. They’re what signal to your coworkers, peers, family, and yourself that you’re showing up as a professional, not just a family member cashing a check.
Having structure gives Rising Gens:
- A clear runway for growth
- Accountability without micromanagement
- Regular feedback and recognition
- Ownership over outcomes
Without it, what you get is ambiguity, frustration, and a slow erosion of trust between generations and within yourself.
Don’t just take our word for it. Here are a few anonymized experiences from Rising Gens.
Real-Life Example 1: Support from Structure
“I knew exactly what I was walking into and what was expected of me,” said Sofia, a G3 from a consumer goods family. “My title was Director of Sustainability. I reported directly to the COO. I had KPIs, a budget, and a mandate to innovate.”
In two years, she launched a green packaging initiative that not only cut costs but also won praise from frontline staff and board members alike.
“They didn’t just give me a seat at the table,” she said. “I earned it because I had the clarity and the structure to deliver real results.”
Real-Life Example 2: No Title, No Traction
“When I came back, I really thought I was stepping into something meaningful,” said John, a third-generation member of a manufacturing family business. “I left a great job, moved my family, and expected to take on a defined leadership role. But nothing was clear.”
Instead of stepping into purpose, John stepped into ambiguity. With no title, no job description, and no real plan, he drifted from department to department, attending meetings where no one quite knew why he was there, including him.
“I kept asking, ‘What exactly is my role?’” he said. “But no one could give me a straight answer. Eventually, I stopped asking. I started doubting myself.”
After two years of confusion and frustration, John left the business entirely, burned out and unfairly labeled as “uncommitted” by some family members.
“I wasn’t flaky,” John said. “I was lost. And no one stepped in to help me find direction.”
John’s experience didn’t just affect him. It sent a ripple through the family. Younger cousins saw what happened and became hesitant to join the business themselves. “If that’s how we treat people who come back,” one cousin said, “why would I risk leaving my own career?”
A lack of structure doesn’t just waste potential; it can turn the next generation away.
Real-Life Example 3: Fired by Family
“I’ll never forget it,” said Maya, a G4 from a logistics family. “My grandfather called me into his office and said, ‘It’s not working out.’ I was stunned. No warning. No feedback. Just… done.”
At the time, Maya had been bouncing between projects, helping with marketing for one month, operations the next, without a formal title or defined responsibilities.
“I was working nonstop, but there was nothing on paper to show what my job actually was,” she said. “When things got tense, I had no way to defend myself. I couldn’t say, ‘Look, I’ve hit my KPIs,’ because I didn’t have any.”
The dismissal was devastating. It made her question her worth and her place in the family.
“But looking back,” Maya reflected, “I realize I wasn’t set up to succeed. If I’d had a clear job description and goals, we could’ve had an honest conversation about what was working and what wasn’t. Instead, it felt personal. It didn’t have to be.”
Bottom Line
If you’re just joining, or already working in, your family business or family office, don’t wait for clarity to find you. Ask for a job description. Define your scope. Align on what success looks like. If it doesn’t exist yet, help build it.
You wouldn’t accept ambiguity from Goldman Sachs or McKinsey. Don’t accept it from your own family either.
And if you’re a parent or leader in the business, helping define these roles isn’t handholding; it’s good governance.
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