Too often in family enterprises, the standard expectations of a professional workplace get dismissed as unnecessary formality. The assumption is that family trust and shared history are enough to make things work. But good intentions, on their own, are not a substitute for clear expectations.
A key example of this is the all-important job description; the roadmap outlining an employee’s role and responsibilities. Even if you and your family have known all your life that someday you’ll join the business, have you thought through what that’s going to look like day-to-day? And are you certain that everybody is on the same page about what the plan is?
Members of the Rising Generation frequently avoid these conversations. They may worry about appearing ungrateful by “asking too many questions,” and this lack of clarity leads to confusion and conflict.
- What will my title be?
- What are my responsibilities?
- Who do I report to?
These questions are not a formality; they are some of the fundamental building blocks of a job description. If your family has not established these kinds of professional expectations, seeking clarity may feel like asking too much – but it is not. Setting clear expectations from the outset is the first step toward long term family harmony, in and out of the business.
And while the need for clarity most commonly involves a younger family member joining a business led by an older generation, the same principles apply any time a family member steps into a new role, regardless of where they fall in the family tree.
Why is it hard for families to talk about job descriptions?
In a “regular” interview process, there would be no hesitations about asking questions about the job. I have conducted interviews where candidates might even disclose parts of the role that they’re not interested in! So, what makes it uniquely challenging for the Rising Gen to talk about their job description?
For many, silence is driven by fear. Asking for what they want might make them feel vulnerable to judgment by their family.
- What if my family doesn’t think I’m qualified for the job I want?
- What if my family wants my sibling to take this job?
It’s not uncommon for families to have a precedent of joining the business with a “jump in and get things done” attitude. For the Rising Gen, that may be how their parents’ roles in the business look, especially if their parents are the founders. Even if this approach has worked to date, professionalization and real job descriptions matter.
One Rising Gen shared his experience joining his family’s business without a clear job description:
“When I took a role in my family business, I left a great job, moved back to my hometown, and expected to take on a defined leadership role,” said John, a third-generation member of a manufacturing family business. “But nothing was clear.”
Instead of stepping into purpose, John stepped into ambiguity. Without a clear title, job description, or a real plan, he drifted from department to department, attending meetings where no one knew why he was there, including him.
“I kept asking, ‘What exactly is my role?’ But no one could give me a straight answer.”
After several 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 became a cautionary tale for the rest of the Rising Gen in his family. Younger cousins saw what happened and became hesitant to join the business. “If that’s how we treat people who come back,” one cousin shared, “why would I risk leaving my own career?”
A lack of structure doesn’t just waste potential; it can turn the next generation away.
How to Talk About It
The first step in aligning on the scope of the role is to have a conversation between relevant family members. For this initial conversation, you may choose not to include non-family employees, even if they will be relevant to the discussion later, to allow as productive a space as possible for frank discussion.
During the conversation, the Rising Gen should be able to answer:
- What are my current career ambitions? How do those ambitions align (or not align) with the business?
- How is my current experience relevant? What unique skills do I bring to the table?
- What areas do I need to develop to achieve my long-term goals? How do I see my role in the family business impacting those areas?
And their family should come prepared with thoughts on:
- How do we envision the next generation joining the business? How has this view evolved over time?
- How does this tie into the larger succession plan?
- What excites us about this person joining the business? What are our reservations, and how can they be addressed in a productive way?
Over the course of the discussion, new questions will emerge. All participants should embrace an attitude of curiosity and an appetite to learn more about each other’s perspective.
Writing a Job Description
Once there is general alignment on the scope and responsibilities of the role, it’s time to put pen to paper and write the job description. For this stage, you may consider involving a non-family leader in the business, someone who will work directly with the Rising Gen and has a clear understanding of the function and team that they will be joining. A non-family member is preferable to remove the family relationship element, though that is not always an option.
Before listing all the tasks that you need this person to do in their role, start with a 30,000-foot view, and think through the big-picture strategic purpose of the role. If your elevator pitch for your role was just a bullet list, it would be a lousy way to introduce yourself, and the same is true of a job description. It is important to add specifics, but before you do, ask yourself the following questions:
- How does this role tie into the organization’s mission?
- How will we measure success in this role?
- What does this role do, in one sentence?
An example of a strong role summary might read:
“The Director of Business Development is responsible for driving new revenue growth, which is central to the long-term sustainability of the business. Success in this role will be measured by revenue generated and the number of new partnerships established annually.”
Notice that it ties the role to the organization’s purpose, makes clear what they own, and establishes how success will be measured, all before a single tactical responsibility is listed.
Once you have the scope of the role defined, it’s time to break down the specific duties that fall under their purview, and answer some more tactical questions:
- What is this person expected to contribute?
- What are they solely responsible for?
- What do they drive vs. what do they contribute to?
- Who do they report to, who reports to them, and how do they plug into the team?
Conclusion
A job description is a roadmap, but the roadmap only works if everyone commits to following it. Ultimately, it is up to each team member, family and non-family alike, to take ownership of their role and drive real outcomes. Whether you’re the younger family member with the unclear role, or the older family member who is noticing their struggle, the right time to address uncertainty is always now.
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