Businesslike | Definition of Businesslike by Merriam-Webster
A fractious relationship at the best of times. Leading a company that must, by definition, exist in a constant state of dispute provides enough. Of all the behaviors that can damage or torpedo relationships, there's one that's been singled out as especially pernicious. Diagnosis Dictionary · Types of Therapy cliché, which is disheartening but at least it gives me plenty of company. who has grown up in a household in which all discussions were fractious or. The modern definition of fraction is more commonly used in mathematics posavski-obzor.info reports, “Businesses in Oxford Street Set to Save Only A about the relationship between fractious and fraction is that fractious is now.
The Power of Context Context gives us the ability to say no with confidence. The result is they are able to keep their companies focused. He understood that saying yes was a distraction from where he knew he needed to take the company and having context gave him the confidence to stand by his convictions.
Many leaders fear saying no and see it as limiting.
fractious relationship definition | English dictionary for learners | Reverso
Creating Context Context requires that you build from the future back. When Reed Hastings and his partners formed Netflix inthey designed the business they wanted to be inthen waited nine years for the internet to catch up with their vision. Their willingness to explicitly define the future helped them attract talent interested in solving previously unimagined problems and gave them the focus to avoid the distractions of an increasingly desperate competitor called Blockbuster.
Because the world is changing in real time, exceptional leaders actively welcome disruptive thinking. Howard Schultz credits much of his transformation of Starbucks with a willingness to always search for a better way, even when the company had quadrupled in value since his return. They marry this with setting a high bar for changing their mind.
But when the evidence suggests they should, they do. Clearly Defined Values Most leaders have an instinctive definition of good and bad, of right and wrong, and rely on those instincts in every situation. But exceptional leaders take time to define those values explicitly. First for themselves, and then for others. This ensures a constant point of reference for everyone, including the leader.
When talented people understand what is expected, they will usually take up the cause alongside you and apply their own talents to the challenge, secure in the knowledge that they understand the rules, and where to bend them.
But culture is made up of both positive and negative attributes, and when culture becomes the sole reference both good and bad go along for the ride. As organizations grow, they need to adapt and evolve while maintaining their center.
Setting Values Exceptional leaders establish explicit company values. And they also incorporate their values into a clearly defined personal brand. This gives them a compass by which to navigate the daily demands of managing organized chaos. A personal brand is more than the simplistic equation used by many: And the self-confidence it reflects attracts talented people as much as any bonus.
Maintaining Values Values get eroded, or worse, distorted if left unattended. Maintaining them requires leaders who address issues quickly. Nothing undermines values like waiting weeks or months to correct a problem.
And nothing undermines creative and emotional enthusiasm like a series of inconsistently applied standards. Exceptional leaders are willing to have courageous conversations. And maintain clear standards through honest, decisive leadership. Trust We live in a socially connected age. Our nose for disingenuous, deceptive behavior has never been more sensitive.
Many families are very closed systems, isolated from the rest of the world. A tightly bound business family will try to keep financial and other information very secret, which may cause difficulties for employees. They may not trust non-family members, even those who marry into the family.
Informal rules A system tends to have an informal set of rules or procedures for how its members function and interact with one another. For example, there may be a rule that "we don't say anything negative to each other", or "family members are all expected to be perfect".
The system resists change and thwarts efforts to impose change. The emotional reality of the family's early years remains, even as the children become adults.
Many family conflicts have their roots in early patterns. Expectations Many of us grew up with an unrealistic expectation of what we should receive from our parents. A son may expect to inherit or share ownership of the family business, while his older brother may have worked for many years in the company with the expectation that some day it will be his alone.
When the younger son enters the business, a clash is inevitable. These expectations become magnified in a family business where large amounts of cash and other assets are to be equitably distributed at some point. Hierachy The system has a hierarchy, with unwritten and often unspoken roles and tasks. If you are the big sister, or little brother, you have a role.
You are the funny one, the smart one or the carefree one. But when you work in the business, your role may demand different behaviours, or you may find it hard to be seen differently. And the family hierarchy often gets transferred to the business. It is hard for an older brother to take orders from his kid brother.
Family patterns The family's business is often incompletely separate from the family system. It is an extension of the family system and its rules and patterns.
If the family pattern of functioning supports sound business practices, there is no problem. But when the family pattern is antithetical to prudent business management, the family-operated business is in danger.
If everyone feels entitled to take out lots of money or receive generous perks, financial difficulties are likely to spring up. Problems develop when a pattern is transferred from a family into the business. For example, one group of siblings extended the pattern of taking care of their younger brother, the baby in the family, when he entered their company.
His older brothers "looked out for him" by not giving him real responsibilities and not expecting very much from him. He continued his part of the pattern by being an irresponsible clown, acting like a child. The family pattern had damaging effects on the business. In times of crisis, relatives in business together can behave in ways shockingly similar to the way they acted when the children were little.
When a family finds itself in trouble, its members rarely look to themselves as a unit to find the remedy. The family either blames one individual who exhibits behaviour that goes against the family's rules - which may or may not conform to society's rules - or they blame an outside agency, the tax system or their adviser. Though this may prove to be an effective way to keep relatives from seeing their own role in the problem, it is not an effective way to remedy family problems.
Communication Enterprising families also tend to incorporate the family style of communication into their business relationships which has been labeled "triangulation". This occurs when there is tension or a strong difference between two parties.
One of them seeks out a third party and tells them about the problem. When that third party turns or goes to the other individual and berates them or meddles with the tension. For example, if members of the next generation habitually complain to their mother when they are upset with their father, the pattern may continue even if Dad is the CEO, brother and sister are division managers, and Mom is not involved in the business. When they are upset at Dad, the young managers may talk to Mom, who in turn berates Dad in private for his alleged insensitivity.
This violates the boundary between the family and business and shifts a business disagreement to the family. This triangle ends up leaving Dad more disconnected from his kids and gives Mom a role as a business mediator that is not helpful to the business.
In a healthy situation, when the third party is told of the problem, they convey their understanding and tell the individual that they will have to go back to the individual with whom they have the problem and "work it out". Many family disagreements tend to revolve around the issue of fairness. Because good parents love all their children equally, childhood fosters an expectation of being treated equally in the family setting, which is perceived as being treated "fairly".
Since parental attention and rewards were a precious commodity when the children were young, intricate rules were established within each family to ensure "proper" allocation.
If any family member sees the business as violating these usually unspoken expectations, conflict can arise. Yet a CEO is likely to have different plans for each of her children in terms of their positions in the company, salaries and ownership shares. If the family does not know how to bring these differences to the surface and resolve them, conflict can build and escalate over time. As it builds, people get more estranged, and minor issues are apt to trigger venomous responses.
With all these difficulties arising in families, it is no wonder that conflict is often recurrent and potentially poisonous. Family and business systems Systems theory teaches that all aspects of a system sub-systems are interdependent.
Anything that affects one part of the system also affects the others. Business problems can't be addressed by looking at the business or its finances alone; their resolution involves the family.
Because the family has formed the company, its problems arise from the ways in which it is modeled on the family. The family and the business, while including many of the same people, are vastly different worlds.
Each has its own priorities, goals and expectations. They are two different systems, with different purposes. One involves emotional acceptance, the other rationality and results.