Jason and Jim both felt the need to fight against the perspective of nepotism within their family manufacturing businesses by proving their merit within their respective companies. Growing up in the family business had its perks, but it also came with the need to overcome the stigma that they were successful simply because of their bloodline. There was a lot to prove - to both themselves and others as they mastered the manufacturing business and took on greater leadership and responsibility. Guest speaker, Dietmar Goellner - Nick Goellner’s father - shares his own experience and insight into keeping nepotism out of the family business, while also mentoring his three sons within the company. Connect with us:www.MakingChips.com/contact The family business is still a business Dietmar grew up saturated in the heart and soul of manufacturing. His father immigrated from Germany in 1958 and founded Advanced Machine & Engineering (AME) in 1966. Dietmar is now the president, CEO, and co-owner of AME - as well as the president and CEO of Henning Inc. Dietmar was raised to become the next leader within his father’s manufacturing business, but he himself has taken a different approach with his own sons. Dietmar approaches the family business as a business - putting the needs of the company and team ahead of any desire to put a family member in a job where they may not need to be. “Being in the family might get you a job, but it won’t keep you a job,” he says. Having a managerial role in the company with shareholding and voting rights is earned by merit alone. It’s not a birthright. Dietmar never pushed his kids to follow his footsteps in the family business, but when one by one they said they were interested in pursuing their careers within the company, he took them in and placed them where the company needed them most. Each of his three sons joined the family business with unique talents, skills, and passions. Dietmar recognized this and placed them strategically within the company - where their aptitude met their passion and the need of the business. The needs of the company must be met - and that should come above the wishes of any individual. Treat the business like a business. Less micromanaging and more mentoring It is easy to micromanage any team - but especially a team made up of family members. Dietmar discusses the importance of fighting against the micromanagement of family members within the company. Coaching and mentoring are far more productive and impactful methods of training. Dietmar warns against ever forcing or coercing a person into a position that they either aren’t wired to take over or don’t even want in the first place. Not all family members who want a part in the business are going to want a leadership role. Mentoring begins with assimilation. Dietmar explains that with his sons, he explained the opportunity to be had by joining the company, but he also explained that they had to earn the right to vote and own shares. He did, however, include them in board meetings so that they could watch and learn what would be expected of them in the future. He also explained the importance of allowing family members to make mistakes and allowing for communication to be two-way. Whether you are the mentor or the one being mentored, you have a responsibility to communicate well. For Jim, that meant booking his dad’s schedule with a time-slot just for the two of them to go out and get martinis together and discuss business needs. Be sure to listen to the entire episode for more great insight into what mentoring and coaching the next generation looks like and how to keep from micromanaging your business. Fighting nepotism by sticking to your core values Core values are a key component of any company’s foundation. Dietmar encourages family businesses to communicate their stance against nepotism through their core values - and the determination to stick by them. At AME, the core value of servant leadership is vital. Anyone not disp