I'm a manager at a family-owned business, which is run by the two sons of the deceased founder. They're competent professionals. The company is majority-owned by the founder's widow, the sons' stepmother. I'm trying to do what's best for the business, but this woman is constantly interfering. She knows nothing about the industry or how a company is run. How can I maintain my sanity and keep my job without getting involved in the family affairs?
Your situation is very common. It's difficult to solve, but there are ways to approach it that might help in the long run. However you decide to approach this problem, remember to keep cool at all times. It's like gazpacho — it's good as long as it's cool — the minute it begins to boil, the beginning of the end has arrived.
First, list all the tasks that must be done to run the organization (at least 30 to 50) and decide who will be responsible for each one. This will clearly assign specific responsibilities to each person involved and may cut down on the interference you now face.
Second, define three to five performance criteria for each person in management by which their work can be evaluated. This strategy will also help to minimize interference, as each person will understand what's expected of him or her and how their performance will be measured.
Agree to find a nonbiased third party to act as a referee or go-between when matters of disagreement arise. Everyone must agree to abide by the recommendations made by the third party in those instances.
Finally, suggest hiring a consultant to come in and evaluate the company as a whole, and look at the role of each person in management. Often a consultant is able to bring sensitive issues to the table without stirring up the emotional pot. Perhaps the founder’s widow will be able to listen to how she can be more constructive and productive if she hears it from a paid consultant.