Sustaining Healthy Relationships in Corporate Environments

By Dr. Larry Gard, President of Gard Executive Consulting, LLC

Dr. Larry Gard, President, Gard Executive Consulting Courtesy of Gard Executive Consulting

2008 was a year that will be remembered for economic recession and the loss of thousands of jobs in and out of the building industry; however, Green Space Today wanted to explore some of the positive experiences and relationships that were sustained among fathers and their children who work alongside each other in corporate environments. We interviewed individuals from both generations to get their perspective on working with one another. Our respondents were generous with their time and thoughtful with their comments; Green Space Today is grateful for their participation. Time and again, fathers and their adult children described the arrangement as profoundly satisfying. Read on to learn more about these successful father/child relationships.

David Rosenstein, Principal; William F. Matthys NCARB, ALA, President; Grant W. Currier, AIA, Vice President; Thomas L. Perrone, Vice President of Linden Group, Inc. Courtesy of Bob Mead, Photo Pros, Inc.

(L to R) OEC Business Interiors’ Raymond and Frances Riha, Sr. (Founders), Ray Riha, Jr., Executive Vice President & General Manager, OEC Business Interiors, Inc. Courtesy of OEC Business Interiors, Inc.

Getting Started
Our respondents (for a list of interviewees and their respective corporate positions, please read the side bar directly after the article) pointed out that bringing a child into a business is a complex process that requires a good deal of thought and finesse, and the proposition should be raised carefully.  Bill Matthys (Linden Group) didn’t encourage or pressure his son Mike to join the firm, but rather he simply let it be known that he was open to the idea. Joe Krusinski (Krusinski Construction Company) advised “they should see it as an opportunity rather than an obligation.”  Similarly, Ray Riha Sr. (OEC Business Interiors) remarked “I never forced Ray Jr. into this business; he wanted to be in it.” 

Linden Group, Inc., William F. Matthys NCARB, ALA, President (bottom row, 3rd from left) and Michael Matthys, Project Manager (bottom row, far right).  Bob Mead, Photo Pros, Inc.

Most of the children we spoke with spent their summers off from school helping out, but this arrangement did not lead directly to working full-time with their parent. Virtually everyone said it was critical that the children have significant exposure to another business before they consider working with their father.  Dale Reiser (Professional Building Services, Inc.) noted that “it allows them to experience the ups-and-downs of business, and helps them understand that there will be challenging times as well as good times.”   His son Bryan added that by working elsewhere first, “when you join the company you’ll be viewed as someone with experience.” 

Question:  What’s your advice for ensuring that the child’s entry into the business goes smoothly?

Mike Matthys:  “Don’t start working with your father right away. Start your career in another setting.  You’ll learn something that you can then bring with you to the company, so that you’ll be seen as an asset.”

Bill Matthys:  “I felt that if he could work outside the company first he would have greater confidence and more skills, making it easier for him to win the respect of his colleagues.”

(L to R) Joseph R. Krusinski, Chief Executive Officer, Krusinski Construction Company, Jerry R. Krusinski, President and Chief Operating Officer, Krusinski Constructio,  Jeffrey J. Krusinski, Business Development Manager, Krusinski Construction Company, Joe Krusinski III, Project Manager, Krusinski Construction Company, Gina Krusinski, Marketing and Administrative Manager, Krusinski Construction Company Courtesy of Krusinski Construction Company

The universal consensus among our respondents was that the children should begin with an entry level position in order to learn the basics and to avoid causing resentment among non-family employees.  Ray Riha Sr. said of his son, “He has worked in every department from sweeping the floor, to the warehouse, to calling on customers.  He gained knowledge about every aspect of the business and that serves him well.”  Gina Krusinski of Krusinski Construction Company recommends that children spend a good deal of time shadowing key people in the firm to get both a broad and deep perspective of the business, rather than being thrown into a specific role.  Her father Joe Krusinski suggested that after this preliminary period, the child’s career path should follow a naturally evolving course based on their interests, education, and experience.  Mike Parr (Frontier Construction) noted “it’s important to allow each child to seek their own way.  Help them tap into their talents so that they can gain confidence.  Let your child seek his or her level, but don’t make it a “sink-or-swim” proposition.  Don’t throw them into the deep end at the beginning.”  Greg Parr (Mike’s father) added that he recommends giving children the room to do what they want to do.  “I try to let my boys shine and achieve their own accomplishments.”   Michael Kerrigan (F.J. Kerrigan Plumbing Co.) suggested that fathers who start their children in a high ranking position are setting them up to fail.  He advised “don’t hand them the business.  Make them earn it by starting at the bottom and working their way up.”  He also recommended assigning children various responsibilities that will build leadership skills.

Managing Intergenerational Differences
Fathers and their children acknowledged that there are some real differences between the generations, in part due to changes, such as the increasing importance placed on green building and sustainability in the industry.  They spoke of technological shifts, an increased emphasis on planning and processes, and the complexity of contracts.  Many noted (with some degree of sadness) that deals are no longer established on the basis of a handshake. 

Our respondents appeared to easily overcome their professional differences.  In some instances they used their differences as a basis for respectful, productive discussions that typically led to creative outcomes.  Ray Riha Jr. noted that on the rare occasions when he and his father disagree, it forces him to think more deeply about the matter because he admires his father’s accomplishments and he knows they are the result of sound judgment. 

Question:  How do you successfully manage differences of opinion, different priorities, and different philosophies about the business?

Greg Parr:  “My sons are innovative, quick, comfortable with technology, and driven to move the business forward.  I tend to be more conservative, but I try to respect and understand their way of looking at things.”

Mike Parr: “I’m more aggressive than dad is and I tend to push to make changes.  In the long run he often agrees, but only after taking the time to carefully evaluate my ideas.  In effect we manage our differences because we compliment each other.” 

Mike Matthys explained “we address our differences by listening to one another, respecting each other, and by accepting the validity and utility of our different perspectives.  In doing so we both push each other to be better architects.”

Dale Reiser acknowledged the importance of different perspectives that can come from younger people.  He openly discusses such differences with his son Bryan and son-in-law Chad, noting that they’re able to do so freely and without hesitation because of their shared values.  At PBS, these discussions are often taken in light of other staff (non family) having key management involvement as well in the business.

(L to R) Bryan Reiser, Project Manager, Professional Building Services, Inc., Dale Reiser, President, Professional Building Services, Inc., Chad Charon, Director of Business Development, Professional Building Services, Inc Courtesy of Bob Mead, Photo Pros, Inc.

Other Advice For Making It Work
Bob Kerrigan stressed that you can’t allow family differences to get in the way of your business success.  He said “you have to leave your ego at the door, and occasionally bite your tongue.”  His son Michael concurred, noting that having a family business isn’t a good fit for everybody.   He explained that “it takes a special approach; you have to find ways to work around familial issues because you still have to run it like a business.”  Dale Reiser suggested that even as you’re focused on the immediate task of smoothly integrating the next generation into the business, it’s also important to be aware of long-term succession planning issues and bring in outside counsel to assist with that process sooner rather than later.  Our respondents had numerous recommendations about how to ensure that non-family members feel as though they’re an integral part of the enterprise.  Gina Krusinski indicated “it’s important that non-family members of our firm play a key role in decision making, planning, and quality improvement.”  Others stressed the notion of transparency, advising that pertinent financial and strategic planning information be shared with non-family members as much as possible.  Jerry Kerrigan remarked “we try to create opportunities so that our employees can bring their own children into the business as well.”

 

It Just Doesn’t Get Any Better
All of our respondents described themselves as fortunate to have the opportunity to work with a family member.  They appreciated learning from one another, watching each other grow, passing or carrying on the family’s legacy, and getting to know each other in a capacity beyond their familial relationship.

Question:  What professional lessons have you learned from working with your father?

Chad Charon:  “Act with integrity, listen to others, and finish what you start.”

Jerry Kerrigan:  “Be honest and treat clients fairly.”

Michael Kerrigan:  “Maintain a calm head; make sure you have all the facts before you react.”

Gina Krusinski: “Trust is so essential in your relationship with colleagues and clients.” 

Mike Matthys:  “Recognize that you can learn something new every day.”

Mike Parr: “Hard work pays off in the long run.”

Bryan Reiser:  “Be empathic and sensitive to what the other person might be feeling even if they don’t verbalize it directly.”

Ray Riha, Jr.:  “While upholding the highest legal and ethical standards, do whatever is necessary to get the order and satisfy the customer.”

(L to R): Michael Parr, Vice President and Greg Parr, President, Frontier Construction, Inc. Courtesy of Bob Mead, Photo Pros, Inc.

Fathers and their offspring stressed how satisfying it is to be part of an enterprise that is meaningful and enduring.  Mike Parr commented “I enjoy being a part of the legacy that my father created.  I realize that he sacrificed a lot, and it feels good to help make it happen for him.”  Joe Krusinski acknowledged that the biggest responsibility he’s placed on his children is the task of sustaining and enhancing the firm’s reputation with clients, yet it is also his greatest satisfaction to watch his children accomplish this so successfully.  Jerry Kerrigan noted “I get a tremendous sense of satisfaction seeing the quality and reputation of the business my father and his brothers built, and it’s an honor to sustain it and expand on the foundation they established.”

One of the unique benefits noted by fathers and their offspring is the chance to get to know one another more broadly than a typical parent-child duo.  Gina Krusinski said, “I’m really lucky to see him in a different capacity than most sons or daughters.  I get to know him as a father, a grandfather, and as a boss.  It’s fun to see his passion for work.”  Bill Matthys explained that parents of little children enjoy watching their kids develop new skills.  He feels fortunate because this pleasure didn’t end when his son Mike got older; working together allows him to continue to seeing his son’s professional development firsthand.    

(L to R) Michael Kerrigan, President, F.J. Kerrigan Plumbing Co., Inc., F.J. Kerrigan Plumbing’s Patrick Kerrigan, Secretary Treasurer & Chief Estimator Courtesy of Bob Mead, Photo Pros, Inc.

In the end, it seemed that fathers and their children most appreciated the closeness afforded by their working relationship.  Mike Matthys remarked “I’m fortunate that I’m able to work with my dad, because he’s also my best friend.  Our work is both our profession and our passion, and our love of architecture enhances our father-son relationship.”   As Dale Reiser put it, “you’re able to have the ultimate level of trust . . . it’s as good as it gets.”  Dale’s son-in-law Chad added “a lot of people say don’t mix family with business, but the fact is that we’re able to be closer as a family because we’re in business together.  It takes our friendship to a new level.”  Ray Riha Jr. is deeply gratified to work with his father and two of his daughters; he remarked that the best part of having a family business is that you get to see your family every day!” Summing up the benefits of the arrangement, Greg Parr commented “I’m just as proud as a father can be to have them here, and I know that the other employees like having them here too.”

“This article is written in honor of my father, Gordon Gard, who at age 83 continues to sell construction and material handling equipment in suburban Detroit.”

Side Bar:

Green Space Today thanks our interviewees for sustaining healthy relationships:

Bill Matthys, President, & Mike Matthys, Project Manager, Linden Group, Inc; Greg Parr, President, & Michael Parr, Vice President, Frontier Construction, Inc.; Joe Krusinski, CEO, & Gina Krusinski, Marketing and Administrative Manager;  Dale Reiser, President, Bryan Reiser, Project Manager, & Chad Charon, Director of Business Development, Professional Building Services, Inc.; Ray Riha, Sr., Founder, & Ray Riha, Jr. Executive Vice President & General Manager, OEC Business Interiors, Inc.; and Bob Kerrigan, Michael Kerrigan, President, & Jerry Kerrigan, Jr., Vice President, F.J. Kerrigan Plumbing Co., Inc.

Dr. Larry Gard can be reached via e-mail at drlgard@gardexec.com