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DEAR COACH: I've been working as head of new business development for a small but growing manufacturing firm. Two years ago, the CEO brought his son -- just out of college -- into the business "in order to learn the ropes" before he went out on his own. The plan was for junior to do a training program of sorts on daddy's dollar, and then fly off to a position of power in corporate America. Well, he's been collecting a paycheck quite awhile now, and he hasn't made a contribution or even learned very much as he's rotated through various units. Now he seems to have decided that he likes new business development and that maybe he'd just like to stay here rather than go off to work someplace else. After a meeting last week, daddy CEO asked me to set up a lunch meeting so he and I can talk about his son's future with the firm.
So now what do I do? Do I risk my job by saying that this kid is a loser who couldn't succeed anyplace else, or do I risk my job by letting him stay on and make a mess of things here? It seems the end result will be the same. I enjoy my job here, and the CEO and I have a good working relationship. He is also generally a reasonable guy. But blood is definitely thicker than water, and I don't think I could survive a session where I ended up ranking on his kid. I definitely need some help here.
-- CINDY
DEAR CINDY: Ah, the thrill of family businesses. It's no wonder so many family businesses have psychologists on retainer just to deal with all the dysfunction. I wonder, in fact, if HR has someone who consults to the company on issues of organizational development and personnel issues. If so, that person might come in handy.
Since dad has openly declared what he wants to speak with you about, you can certainly make a case for gathering data from other unit heads to whom the son has reported. From those conversations, develop a list of skills he has mastered (There must be at least a couple.), skills he was not able to develop or demonstrate and an assessment of his aptitude for the business. Then, when you meet with the CEO, you can present a generalized assessment of his son's performance and how the management team views him. It won't be just your opinion in play.
You'll be able to tell pretty soon into the conversation whether the CEO is able to absorb what you want to say. If yes, cautiously let him know that his son's record has been spotty but you'd be happy to work with him in your department -- so long as everybody is committed to honest feedback and the young man really learning. You might also try to talk about why it's probably been hard for the boss's son to get honest feedback, which hasn't done him any favors.
Here's where you can take a stand. Count on the fact that your boss doesn't want to sell his company down the river, even if it means hearing some hard stuff about his son. And ask him to join with you in having high standards for his son's performance, if he does indeed want the young man to stay.
If your company has a consulting psychologist on board, this is the time to turn over some of the planning about junior's future to him. He can work out a father-son contract as a building block for your coaching contract with the son. If there isn't one, this might be a good time for the CEO to find one, because the company is going to need some good facilitation for this process.
So, Cindy, I don't think your job is necessarily on the line. But you have been handed a great opportunity to tell the truth as you see it and practice some smooth-as-glass diplomacy. Isn't that what management is all about?
Good luck!
CAREER COACH
