b'CHAPTER 07BUILDING THE CULTURE | 99WORKING FOR A FAMILY-OWNED BUSINESSWorking for a family-owned business as the thirdKennards Hire, including running the business as CEO. generation of that family brings a special set ofThe others rotate the responsibility of being the family challenges. People in the business might treat yourepresentative to the Kennards Hire board and work in differently or hold certain assumptions because youreadjacent fields.family, Rory Kennard says. Rather than going into a business where you earn your stripes based on yourIn family businesses, decisions are made for the work, even if you do that, its hard to be perceived aslong-term greater good of the business as opposed having done it on your own. to last quarters results, Angus, who sits on the FBA board, says. The key driver is often enduring None of the third generation felt great pressure tosustainability versus short-term profit. Challenges arise work in the family business. In fact, other than earningwhen the parameters of the governance structures and pocket money for menial jobs while at school, theyboundaries within the business arent clear.were encouraged to work somewhere else for at least five years before even thinking about it. Angus has been the only one to take a substantial position within In family businesses, decisions are made for the long-term greater good of the business as opposed to last quarters results. The key driver is often enduring sustainability vs short-term profit.'