-»?- 



-iA- 



non-family manager between boss/parent and em- 

 ployee/child for example, you provide an effective 

 buffer that defuses the emotions that inevitably arise 

 when one family member is "boss" over another. It is 

 like teaching a family member to drive a car. There's a 

 lot less hassle and a lot more learning if you just send 

 the person to a driver's education course. 



A third guideline is to provide job descriptions. 

 When you have a clear-cut, objective job description for 

 each position in your family business, it makes evalua- 

 tion significantly easier and expectations clearer. In 

 some family-owned companies, there are titles, but no 

 job descriptions. In such situations, frustration runs high 

 among family members (and non-family as well) be- 

 cause no one's performance can be effectively evalu- 

 ated when no one knows what tasks they are supposed 

 to be performing. 



Urge children to obtain training outside the family 

 business prior to joining it. Before children enter the 

 family business, they should spend three-to-five years 

 gaining experience elsewhere. If they do, they have es- 

 tablished their worth in the marketplace. Otherwise, 

 they come into business as just the boss' son or daugh- 

 ter, which can cause resentment and hostility among 

 employees. The problem is big enough that the Associ- 

 ated General Contractors of America, for example, runs 

 an internship program in which sons and daughters of 

 member company owners train with other member com- 

 panies in different parts of the country prior to joining 

 their own family firms. 



Just as with succession, it is imperative to communi- 

 cate with children about joining the family firm. Does 

 the child want to join the company? Be clear about ex- 

 pectations on both sides and about career paths, be- 

 cause the child's first job in the family firm is very 

 likely the first step in his or her preparation for succes- 

 sion. 



When they do join the firm, it should be equal pay 

 for equal work. Do not discriminate and shortchange 

 family members or inflate their salaries. There must be 

 equality between family and non-family employees. 

 And salaries must be realistic. 



The best family firms are driven by a value system 

 that's an extension of family values — caring about prod- 

 uct quality, treating employees with respect, and focus- 

 ing more on continuity than next quarter's profits. 

 These values are what give family businesses such a 

 competitive edge and such incredible opportunities for 

 success — if they are willing to do what's necessary to 

 beat the odds 



Thomas D. Davidow, a psychologist, and Richard L. Narva, an 

 attorney, are principals of Genus Resources, Inc., a Boston con- 

 sulting firm made up of professionals in the fields of psychology 

 and family dynamics, business law, and accounting that special- 

 izes in solving the problems that face family-owned businesses. 



THE GREEN SPOT 



The Other Crop 



there are two schools of thought concerning mo- 

 noculture crops: 



1. their intricacies are easier to establish — and 

 once this is done, monoculture crops are easier 

 to manage; 



2. diversity is the key to success — monoculture 

 crops hamper nature's path, thus making the 

 crop more susceptible to mass failure. 



Both are right — a combination of the two seems 

 to offer the greatest success potential. But how on 

 earth do we obtain a diversified monoculture (that, 

 by definition, cannot exist)? It isn't possible. A sacri- 

 fice must be made so that a nearly monoculture 

 crop can be obtained. 



First, we can incorporate the use of trap-crop 

 planting of various small flowering plants especially 

 selected to attract, sustain, shelter, and provide di- 

 version to various beneficials and pests. A trap-crop 

 can be used within the main crop (a winter green- 

 house must) or adjacent to it (outside a greenhouse 

 with roll-up sides). This practice can be used out- 

 doors too. It can also provide a second useful crop, 

 but don't plan on it. In any case, your bio-control 

 program, for the most, will remain in the trap-crop. 

 Trap-crop example: nasturtiums and monoculture 

 lettuce — aphid bio-control can flourish on the nas- 

 turtiums. 



Second, we can employ what is known as a 

 banker-crop. A banker-crop is used exclusively to 

 provide for a specific beneficial or two and is not a 

 pest-intensive crop. One example: pepper plants 

 can be used with greenhouse tomatoes as a banker- 

 crop. The peppers can support many beneficials 

 that wouldn't ordinarily be suitable in tomatoes: the 

 tomato plants are too hairy and toxic. Peppers will 

 work with cucumbers too. The pepper plants can 

 provide pollen that the cukes will lack. Certain 

 beneficials can survive on pollen alone and will thus 

 be on site and ready for their prey or hosts. A good 

 ratio to employ is 1:10 — 1:20 (one pepper plant to 

 10-20 tomato plants). As far as what to do with the 

 peppers you'll get... 



...did someone say we're having sweet pepper 

 and nasturtium petal salad tonight? 

 The Green Spot, Ltd., Department of Bio-\ngenuity; 

 603-942-8925. 



12 



THE PLANTSMAN 



