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20 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 w w w. M y P R I N T R e s o u r c e . c o m CASE STUDY Understand These Tracks to Train Your Successor High School Track Our kinds of businesses are more like the family-farm of old. The farm fam- ily lived on what was left over, not by pledging future earnings. The farm fam- ily knew to maintain strength because next year's crops weren't guaranteed. And, most importantly to our discus- sion, the farm family demanded every- one do their chores regardless of age. Same should be said of us. It is important for stakeholders, espe- cially unemancipated children, to pay homage to the source of the family's income whether it is the family farm or your business. On the farm the kids brought in the cows, hoed the corn, and slopped the hogs. In our business, the kids should sweep the floors; do hand- work, and/or any other "chore" that suits their age or talent. You want them to do this for two reasons. One, you want them to under- stand the business of the business. You want them to appreciate the work Pop and/or Mom does on a daily basis to feed, clothe, and school them. Do you pay them? Did your ancestors pay for work done by the children on their family farm? Of course you don't pay them. They are indentured servants in the good sense of the concept. They are learning a real work ethic. Okay, in these days of the kids being able to get a job at McDonald's and earn some spend- ing money; I'd cave on the absolute rule that there should be no pay. However, if they aren't old enough to get a real job; then they aren't old enough to get paid O nce a business is organized around functions, one may logically train a successor. How this is done is important. It frst starts with understanding career "tracks" within the business, for being a member of the "lucky gene pool" isn't enough to qualify someone to take over the business. Once understood, the "executive track" may be created, which is the successor's training plan. in your shop. An underwhelm- ing allowance will suffice. By the way, they should be taught to appreciate the peo- ple who are workers in the business. These are the work- ers who are really making the money for the family. In fact, when possible, they should be supervised by someone else in the shop, and that person should be trusted enough to cut them no slack. I'm not talking about bringing kids into the shop for pretend jobs and paying a lot of money for noth- ing work. I'm talking about having them clean the latrines under the watchful eye of a trusted drill sergeant. I'm talking about them being seen by other workers as contributors, not loafers. Besides that, my point is participating in and completing the high school track does not qualify them to be a successor. It is a step, but it is a step that all of the children should go through. After all, they're living off the family farm. Besides, instilling a real work ethic in them will tend to prevent them from growing up as spoiled darlings. I could write a book about that as well. Daughter- or Son-In-Law Track You need a receptionist. Your daugh- ter-in-law is available and could do a good job. You need a basic laborer. Your son-in-law has been laid off and would like a shot. For gosh sakes, hire them as long as they are at least as adequate as any other worker. Don't hire them if they are inferior (there are tests that tell you such things: let me know if you wish more information on that.) And they may work for your for 20 years. But this does not mean they are quali- fied to take over the business. Rather, this means they are loyal workers just as the non-related workers who have worked for you for 20 years are and should be rewarded as such. One owner was the first to come to the US. He later brought over his father and, then, his brother. They spoke little English. In their culture, the family members are obligated to supervise non-family members. So, the brother who was hired to do basic bind- ery tasks began "looking over" the press operator's work even though he knew nothing about it. He assumed authority he didn't have. Imagine how happy you would be as the press operator. It's great that we can work with mem- bers of our family. But in the family- based business, we family members have no more authority than our posi- tion affords. This is particularly true with husbands and wives who try to co- manage a business without clear defini- tion of who reports to whom. Down on the 'print farm,' instilling a nose-to-the-grindstone work ethic is the first step in transitioning the family business. By Tom Crouser