Balance between old wisdom & new ideas is key

Rohan's (name changed) polished American accent seemed jarringly out of place amidst the old factory complex, whirring machinery & pungent aroma of spices that permeated his family's spice empire. His father, a first generation businessman, watched him with a mixture of pride and thinly veiled impatience. Rohan, fresh off his MBA, was brimming with ideas – modernizing packaging, exploring e-commerce, streamlining logistics. His father, however, believed in the wisdom of his years, the tried-and-tested methods that had built his business from the ground up ad obviously paid for his expensive MBA abroad. He'd hired me, a life coach, ostensibly to "mentor" Rohan, but I quickly realized I was meant to be his mouthpiece.

“Tell him, Mr. Sodhi,” the father would boom, “that these fancy marketing gimmicks won't sell our spices. Our customers trust the name, the quality. He needs to understand the real business.”        

Rohan, meanwhile, would sigh, scrolling through market analysis reports on his phone. “Papa, the world has changed. We need to adapt. We’re losing market share to these new, aggressively marketed brands.” He'd glance at me, a flicker of hope in his eyes, hoping I’d validate his ideas.

Initially, I played the role His father (my sponsor) envisioned. I parroted his concerns, gently nudging Rohan to “respect his father’s experience.” But I saw the frustration simmering in Rohan. He wasn't a rebellious brat; he was a bright, driven young man with a genuine desire to contribute.

I realized I wasn't serving Rohan, my actual client, at all.

So, I shifted gears. In my next session with Rohan, I didn't bring up his father’s concerns. Instead, I asked him, “Rohan, what's your vision for this company? Not your father's, not what you think you should do, but what truly excites you?”

The floodgates opened. He spoke passionately about ethical sourcing, sustainable packaging, creating a brand that resonated with a younger generation, even exploring the health benefits of spices. He wasn't just talking business; he was talking about his legacy.

I then facilitated a conversation between father and son, not as a mediator, but as a translator. I helped Rohan articulate his vision, not as a challenge to his father’s authority, but as an evolution of the existing business. I helped the MD understand that Rohan wasn't dismissing his legacy, but building upon it. We used data to back up Rohan's claims about changing consumer preferences. We explored pilot projects, small-scale tests of Rohan's ideas, minimizing the risk for the company (MD's biggest concern).

The transformation was gradual but remarkable. The father, initially skeptical, saw the passion and data-driven approach in his son. Rohan, in turn, began to appreciate the deep understanding of the market his father possessed. They started working together, not as adversaries, but as a team.

They have put a plan in motion to modernize. Plans are underway to launched an online store, introduced eco-friendly packaging, and even explored new product lines based on Rohan’s research.

The biggest lesson I learned, and what the son and the father discovered, was the power of truly listening. The father had been so focused on transmitting his wisdom that he hadn't heard his son's vision. Rohan, in turn, hadn't effectively communicated his ideas in a way that resonated with his father. My role wasn’t to be a messenger, but a facilitator, helping them understand each other.

The life lesson here is profound, especially relevant in the Indian family business context. Respect for elders and tradition is essential, but it shouldn't stifle innovation and the fresh perspectives of the next generation. True growth comes from blending experience with new ideas, creating a synergy that propels the business forward. And sometimes, all it takes is a neutral third party to help bridge the communication gap and unlock the potential within a family.