Then along came another family member who seemingly met the education and experience requirements. But, it was clear to all that he didn't fit with the team, especially in terms of personality. The business-first philosophy should carry over into the terms of employment. Increasing levels of compensation and of responsibility should result from measured performance, not from one's surname or the responsibility earned by one's siblings. An honest, timely system of performance review and feedback should pertain to family members as well as to non-family employees.
Some families have young people train under uncles, aunts, and outside managers.
A mentoring arrangement is important to career development. Absent these opportunities for objectivity, it's best to go outside, to advisers and consultants, to screen and evaluate candidates. They bring objectivity and a broad business perspective to these sensitive decisions. Paul and Pat Frishkoff are one of few couples who work together in the field of family business. They serve as a model for family participants.