Over the past several weeks I have been involved with a number of families, helping them with their philanthropic giving process.  What has been interesting is the fact that almost all of the families are at some different stage in their developmental stage of philanthropy.  Some are really just beginning, others have been “doing” philanthropy for a while but are at a new life stage in their families and having to reshape their giving process, and some are not only experienced but are providing leadership to other families and foundations.

Let me share some lessons I am gleaning from my facilitator role.

“Successful” philanthropy reflects the true, authentic character of the family.  There is a lot of discusssion within the marketplace about what “successful” philanthropy is, but from an observer’s position, it seems successful philanthropy entails actively engaged family members who enjoy the process of giving along with positively impacting people’s lives as a result of the money given — both pieces seem to be necessary.  Given this description, I see “successful philanthropy” take on many shapes and forms.  No one approach or format yields these results for families.  Rather, if a family is laissez faire and goes through life more experientially (versus planned out), their philanthropy and generosity works well in this form.  But for families who are more goal-driven, structured and need to help “move things along”, a laissez faire approach to their philanthropy would drive them mad and not be fulfilling.

Ongoing, regular two-way communication is key.  Regardless of the level of development of the family’s philanthropic process, whether it is just a couple sitting down to talk together informally; parents sharing about their giving with their adult children; or a group of adult siblings with their spouses having a formal Board meeting — if there isn’t ongoing regular communication, problems erupt.  Misunderstanding, hurt feelings and mistrust can grow over a few thousand dollars to be given or over hundreds of thousands of dollars — the amount of money is not critical.   The challenge is — regular communication takes effort and time, and a commitment to overcome the obstacles of life (busyness, interruptions, illness, unexpected demands from other commitments). Families that can meet the challenge win — the process of giving together stays healthy.

There needs to be a healthy acceptance of different levels of interest, passion, and involvement across generations.  I am asked to speak on or address (to families) the topic “How to Engage the Next Generations in Philanthropy” fairly frequently.  And the pattern which I am seeing that is yielding the most positive results is this:  a) there is a generation of the family which is interested, passionate, and involved in giving;  b) there is a desire within this generation to pass on their passion to other family members;  c) however, they understand that there are seasons of life and interest in philanthropy needs to be grown and developed over time;  d) the involved generation attempts to model and share about their giving at a level which matches the level of interest by the next generation;  and e) the involved generation continues to be involved and excited about what they are doing philanthropically regardless of the response of the next generation (that is, they don’t get discouraged, start to manipulate or place “guilt trips” on the next generation).

These are just some initial observations from recent interactions.  Being forthright, working with families and their philanthropic plans is once of the most enjoyable and rewarding aspects of my work right now.

Have a great week!

On this Father’s Day, I thought I would reflect some on the lessons I learned from my grandfathers.

My Grandpa White was the only child in his family and his father died when my grandpa was 16 years old. As a result, he became in charge of the small family farm and the “man of the house” at that young age. I heard stories growing up how my grandfather was a creative problem-solver. For example, he set up a water supply system from the spring on the farm to a storage tank in the farmhouse. He also was frugal, but figured out how to get what the family needed with the limited money they had — he would buy slightly damaged apples at the general store (and cut out the bad spots) for a significant discount.

My Grandpa White lived closed by our home and I spent a fair amount of time with him while growing up (I was the youngest grandchild, however, and he died when I was in high school). Some of things I remember about him and the lessons I learned from observing him:

• Make do with what you have. My grandfather, like most who lived through the Depression, saved all kinds of things (but not obsessively so) — nuts, bolts, pieces of wire, scraps of wood — which he then would creatively use to fix or make needed items. The related lesson was to keep using what you have (by maintaining and fixing it) in contrast to buying a new one.
• Enjoy the simple things of life. I have vivid memories of my grandpa smiling and enjoying a ripe piece of watermelon on a Saturday evening in the backyard, or shaking his head in pleasure, saying, “Mmmm, mmm” when eating homemade vanilla ice cream.
• Do the job right. My grandfather had a reputation of building things to last. I remember some wooden benches he built to use at a picnic bench at our family’s lake cabin — and he used heavy pressure treated rough-sawn 2×12’s with mammoth 16d galvinized nails. They were so heavy, you let somebody else move them!
• Do what is right and don’t complain when others don’t. My grandfather had the reputation in our community of quietly doing the right thing, serving others, and not drawing attention to himself. Similarly, there were a number of external circumstances which occurred in his life that created significant challenges for his family — like the government buying the family farm during WWII for far less than it was worth (the farm was next to a new ammunition plant). But I never heard him complain or tell stories with a tone of bitterness.

My Grandfather Tripkos (my mom’s father; his father immigrated from Czechoslovakia in the late 1800’s) was also a farmer, in the “bottom lands” next to the Kansas River. Although I was not as close my Grandpa Trikpos, he also taught me life lessons through his example:

• Enjoy life. My Grandpa had an infectious laugh. He was smiling constantly. He was always telling or making jokes. And he loved to laugh at others’ jokes. He was just plain fun to be around.
• Make time for family. My family lived 20 minutes from most of the Tripkos side of the family (grandparents, aunts & uncles, cousins). But we frequently visited them (Saturday evenings, Sunday afternoons) and my Grandpa was in our home often, usually for meals. He often drove down for Sunday meals and was always there for major holidays. And I specifically remember pitching in a Little League All-Star game with grandpa there in the stands.

None of the lessons mentioned above are earth shaking — sort of like my grandfathers. They were solid men, not spectacular. They were faithful husbands and fathers for decades. They worked hard, provided for their families in spite of extraordinary life challenges (my Grandpa Tripkos’ farm and home were flooded during a major flood in 1951 — the family lost the home). But if I can live, and help my children live, with these lessons in our lives, that would be pretty good — solid, acceptable, just like the lessons themselves.

Much of life is not magic or spectacular. As one of my friends says, “Life is daily.”

And when we look at the goals so many of us have –

• to be healthy physically – in shape and not overweight;
• to be moving toward financial independence;
• to have healthy family relationships – in our marriage, with our children, and among our extended family –

many of these goals are largely the result of daily actions and taking time each week to devote to these goals.

Exercising a few times a week, eating healthy and in moderation, and getting enough sleep – moves us toward physical health.

Working hard, spending less than you earn, using what you have versus buying something new, saving regularly, investing wisely, and learning to be content in your circumstances – leads toward financial independence.

Similarly, there are some foundational habits that lead toward healthy relationships in families. And in my work every week I see both: a) families (or family members) who say they want healthy relationships but consistently do not make the choices necessary to bring about the health they desire; and b) families who have strong, warm relationships with one another as a result of habits and structures they have built into their lives over the years (and continue to do so.)

This is true for young couples, young families with children, middle-aged parents with teens or young adults, senior parents with adult children and grandchildren, wealthy families and those lesser financial means.

Let’s look at some of those patterns.

1. Spending regular time to be in touch with each other’s daily lives. This will look differently depending on the life stage of the family. It may mean talking or emailing a couple times a week (for families with children out of the home), eating dinner together regularly, taking walks together in the evening and catching up on the day’s events.

2. Having regular leisure time together. Again, the format will differ. This might mean going on a camping trip once a year. Doing leisure activities together occasionally – playing golf, fishing, going shopping, going to a concert, playing cards or a board game, or eating out together – hopefully an activity that allows for interaction during the event.

3. Taking time to have significant conversations about meaningful topics. It is difficult to have “deep” conversations spontaneously – the circumstances rarely work out right (the other person is distracted, there are kids around, someone interrupts the time, etc.) I find that people who want to have significant conversations with others plan for them. They think through what they want to talk about; they let the other person (or persons) know they would like to set aside some time to talk; and they schedule a time and an appropriate place.

It is important to note that this is true in a variety of relationships: couples; parents / kids & teens; senior adults and their adult children; and extended families (matriarch/patriarch to the rest of the family).

4. Being available to listen when others want to talk. (By the way, this is my biggest personal deficit area.) One of the key components to healthy relationships, seemingly especially with school-age children and teens, is being available when the other person has a need to share what is on their heart. This is one of the benefits of moms being home after school when kids get home, the “travel time” to / from school and activities, running errands together, cooking meals together, or working on projects together.

Unfortunately, most of us who are in the parent role tend to focus more on what we want to communicate to our kids, and often do not ask enough questions and just listen (guilty as charged).

5. Working through tensions, miscommunication, and conflict. Healthy families realize that no one is perfect, that miscommunications happen, it best to work to resolve a conflict rather than avoid it, and forgiving others when you have been wronged works a lot better than holding a grudge. So much hurt, pain, and damaged relationships could be avoided if families would realize that problems occur in family relationships and it is best to take proactive steps to deal with them.

If I could make one request from many of the families that I meet (often in passing) – do yourself and your family a favor: build some foundational habits and structures in your family’s life that will foster healthy, close relationships that you will enjoy for years. I will close with a number of specific action steps you could take (depending on your life stage):

• Sit down at the dinner table at least 3 times a week and eat dinner together, including some conversation about your day.
• Hang out with your kids, either in their room or in your bedroom, at the end of the day and chat about the day.
• Take a walk with your spouse after dinner and hear about their day.
• Call or email your college-age or young adult and ask them what they are looking forward to in the coming weeks.
• Schedule a family gathering for the extended family to get together, share a meal and hang out (keep it simple; it is more likely to happen, and don’t make it mandatory that everyone is able to attend before you schedule it.)
• Have an annual family meeting to communicate how the business has done this past year, what new projects came about, challenges encountered, and the plans for this coming year (keep it global and topical, don’t share specific financial information.)
• Offer to help your adult child on a project they need help on. Let them run the project; don’t offer unasked for advice, and just be their helper.
• Think of your own application of these principles, and write it down here: __________________________________________.

Have fun!

Well, I am just back from 2+ weeks on the road — some work related, and some family vacation. And I have been reflecting on different types of “rest” — which is a timely topic, given that most people had a holiday weekend (although I would bet, for many, it wasn’t necessarily restful), and others are looking forward to a summer vacation.

My vacation time included fighting sickness for a good part of it (starting with allergies / cold and turning into a sinus infection with sore throat, bronchial congestion and lots of coughing). And this combination of sickness and vacation led to my thinking about different kinds of rest we need and experience.

Obviously, on a daily level, we rest (or take breaks) as we go through the day and tire from our work and activities. Then at the end of the day, we rest, relax and eventually go to bed — where our night of sleep restores (hopefully) our physical, mental and emotional energy to tackle the tasks of the next day. We do this for five or six days and then have the weekend. And the weekend is supposedly designed to give us one or two days to rest and restore ourselves for the next week.

Unfortunately, many of us keep going at a fast pace (often doing “fun” things) that often wear us down. I am reminded of co-workers earlier in my life who would say they had to come back to work to recuperate from their weekend.

And then there are holidays and vacations. Holidays are typically celebrations that include family and friends, and can be fairly exhausting. Or they provide some extra time to get “caught up” on projects and tasks that we feel behind in.

Historically, for me, I have planned vacations at a full and fast pace — leave as soon as possible, return at the last moment possible and play hard in between. However, this left little margin for getting ready & packing, unpacking and doing laundry, and getting caught up on mail, email, etc. — which led to overload (not only for me, but more so for my wife). Fortunately, I have learned to back off of this some and leave some margin of time and energy on at least one end of the vacation.

What was interesting to me this vacation was the different experience I had as a result of being sick for part of my vacation. Typically, on vacation I let my mind “breathe” — I get away from work tasks, try not to think about work much, don’t do work-related reading, etc. and let my mind freewheel a bit. This seems to be restorative to me.

When we are sick, we usually need to rest as well — to let our body fight whatever infection we have, and regain physical strength drained from fighting the illness. But when I am sick and am resting (usually sleeping or sitting somewhere with a flat-line brainwave), I am not thinking at all. I may be on meds and I am just numb. And it is not restorative in the same way. I don’t feel mentally or emotionally rejuvenated, and my creative thought processes aren’t recharged.

So I was a bit disappointed, feeling somewhat robbed of the mental / emotional / creative rejuvenation I was looking forward to.

In thinking about my experience as a microcosm of what happens in other “organisms” (families, businesses, organizations), I realized that they, too, have different types of rest and restoration that occur.

When a system or organism is generally healthy, rest (vacations, corporate retreats, planning sessions) can help the organism regain strength and focus needed to take on new tasks and challenges. Healthy leadership teams can come away from an annual retreat energized with new creative ideas to take into the marketplace.

But if a group or team is not healthy — it is fighting serious internal problems and challenges, struggling to survive on a day-to-day basis — then the rest takes on a different experience and meaning. Then the time and energy is focused on just getting well. There may be a sense of relief — of taking time and energy to get “caught up” and deal with significant problems. But usually, there isn’t a looking forward to the retreat or planning session because it is problem-focused, not really being restorative or creative (who looks forward to laying in bed all day because you are sick?).

Some implications strike me for businesses, and even families who are planning to get together.

First, take a pulse of your system / organism / organization. Are you generally healthy? Or are you primarily trying to survive because of internal issues or external factors attacking you? If you are more in the sickness mode, then take steps to do what you can to get healthy. Don’t go into an annual retreat, family gathering, or planning session and act like you are going to do long term creative planning. It won’t happen until the more critical issues are addressed.

Second, if your system is doing well, then plan some time for some rest, reflection, and celebration. Don’t push your team to the limit. By planning some time to rejuvenate, you will allow the team members to become stronger, get recharged, and come up with some new creative ideas that will make the system work even better.

Generally, in the U.S., it seems we are frenetic about pursuing pleasure and leisure activities, but we are not great at pursuing restorative rest. This seems to be true at the individual level, within families, and within business as well. Think about it (it takes some free time and mental space to think about it), and see what you come up with.

Mother’s Day reflections are helpful and important, I believe, because they remind us to think about our life over a longer time frame. Most of our daily lives are just that, “daily”, and very present-focused. As a result, we tend to not pay attention to the longer trends in our lives — which includes parenting (both being “parented” and parenting our children).

So let me make one or two reflections, both from my mother as well as observations from watching my wife with our four children (now 17, 21, 25 & 25).

From my experience, mothers are:

• Self-sacrificing. Mothers give of themselves from the very state of pregnancy, through birth, infancy and nursing, on throughout their lives. Whether it is biologically-based or not, mothers seem to serve their children in a sacrificial way more than dads do. In fact, one weakness I think many mothers have is that they give too much to others and, as a result, don’t take care of themselves well.
• Able to show love in ways that are meaningful to their children. Although dads obviously love their children, we seem to be more limited in how we communicate our love to our kids (financial provision, discipline). Mothers, though, seem more versatile in their expressions of love — and seem to parallel the five love languages which have been identified: verbal praise, time, touch, gifts, acts of service. Think back to your childhood — how did your mom show you she loved you? Hugs, rubbing your back at night (touch). Telling you that you did a good job (verbal praise). Being there when you got home from school, or attending your school activities (time). Making you your favorite meal for your birthday or helping you get your big homework project done (acts of service). Knowing that you really wanted xy or z for Christmas and making sure you got it (gifts). Moms are great at showing us that they love us — and do so in different ways.
• Available and good listeners. The moms that I know and see who are “connected” with their kids (whether they are school-age, teenagers, or young adults) have a knack for being able to get their children to talk and share what is important to them. And they work at it — they know when their child is upset and also are aware when they aren’t “talking”. Listening takes time — hanging out in the kitchen, running errands together, sitting on their bed at night. And good listening requires putting problem-solving on “hold” — which is why dads typically aren’t as good listeners, we tend to move into problem-solving too quickly.

Obviously, there are lots of other characteristics mothers have, but these stick out to me.

Let me close by sharing why “mothering” is so critical (the points are valid for fathers, too.) Children learn about the world from their early life experiences, and primarily those within the family. In essence, the family is their “world” in the early years. Therefore, whatever experiences and lessons they learn within the family, they tend to generalize to life and the world, as a whole. So if parents are trustworthy (they do what they say they will), children largely believe authority figures can be trusted. When mothers care for their children, give them a sense of security and love, and respond to their needs, then children feel safe to explore the world. Obviously, Erik Erikson and others have expounded on the psychological needs of children (cf. Maslow’s hierarchy of needs).

I believe we are missing this major point in our culture today. In many ways, we have minimized and degraded the importance of parenting, and specifically mothering. Although I am well aware of the economic realities of many families, that both parents may need to work, we also must assert that it is better for a child to be cared for primarily by one of their parents (and I believe mothers are generally better nurturers than dads) in their early life, than to be in a day-care setting.

When asked by young parents on whether a mother should stay home or not, I always say: “Generally speaking, if you can make it financially, the longer you can stay home in the early years, the better. Eight weeks is minimal. Three months is better. Six months is better yet. One year, two years, three years, until kindergarten (or beyond), is incrementally better.” I know it is a sacrifice, but I believe the benefits in the mental health and well-being of the child (and the family) is worth it.

Is this a value-based decision? Yes, largely. And there are exceptions on both sides — mothers who stayed home and it wasn’t healthy for them or the child; and mothers who have worked from early on and their kids are doing great. But it is not good to make decisions based on exceptions.

Regardless, I want to emphasize — mom’s are important, they give something to us that dad’s typically can’t, and we need to give honor and respect to those women who are choosing to invest into their children’s lives (regardless of whether it is full-time or while working outside of the home.)

I don’t mean to sound snub or condescending but, in a lot of ways, having healthy relationships is not that big of deal. Having positive relationships doesn’t have to be as difficult as people want to make it.
I often tell my friends (and sometimes, my clients) that the work I do is not rocket science. Helping families and business families “get along” is not that tough, from a conceptual point of view. The concepts are fairly straightforward.

But the real challenge is in the implementation — in getting individuals and families to do (regularly) those behaviors and tasks that build health in relationships, and to minimize those actions that damage relationships. And, being forthright, it is in the area of implementation that I am worth my weight in gold (ok, maybe not that much — I weigh a fair amount and gold is at $1,000 an ounce.) Probably the one thing I do best is help families do what they should being doing.

Recently, I have been working with some families who are good people, who mean well and have good intentions, but some of them do what they are supposed to occasionally, others practice positive patterns but inconsistently, and some seem afraid to do what is right (almost strictly out of the fear of conflict.)

I previously have written about the six steps to positive relationships, so I won’t repeat those principles. I have some other observations I want to share here.

First, it is amazing to me to see individuals and families who say they want to have good relationships with one another, but they seem to rarely spend any time together. This is true for parents with children living at home, adults who are brothers and sisters, or extended families. Everyone is “busy” (the apparently acceptable excuse for almost anything in our culture). Ok, so let me put it to you bluntly: If you want to have a healthy relationship with another person, it helps (a lot) to spend time with them regularly.

Time is good. But spending time together watching TV, sports on TV, or movies/DVDs is not really going to build your relationship a lot. Talking is good. Talking about something meaningful in your life is better. It is a good start to with sharing about events in your daily life. But you can go to a deeper level if you share about what you are thinking about the future or the challenges you are facing in your daily life. If you are really brave, you might venture into the area of politics, religious / spiritual beliefs, or where you think our country or the world is heading.

There are three intertwined characteristics that I repeatedly observe in healthy families. If you have one of the three, it is helpful; two of the three is really quite good; and if you are “three for three” I am convinced you and your family will enjoy each other for a long time.

Accepting differences, and understanding that disagreeing doesn’t mean someone is necessarily wrong, is a great attribute.

Being able to resolve conflicts in a non-damaging manner is huge.

Forgiving others and learning to “let go” and move on is at the heart of healthy relationships.

Look at the converse of each of these and you will see what I mean. Think about a family (or a relationship) where everyone has to be, act, think, dress or believe the same in order to be OK. Early in a family’s life, this can look ok, but the fabric quickly unravels — because people in family’s are different — they think, act, dress and value things differently. So either you learn to accept, and embrace, the value of differentness or you blow relationships apart.

One of the most common patterns I see that creates major problems in families is their unwillingness or inability to confront one another in a way that allows the relationship to continue. More frequently, families “avoid” confrontation (they don’t actually avoid it, it actually either goes underground, builds up and blows, or goes through indirect channels). Often my role is to help family members sit down and talk about concerns they have with each other and attempt to facilitate the discussion in a manner that both feel “heard” and allows the opportunity to dialogue and problem-solve about the situation. (NOTE: being ok with the other person thinking, acting or believing differently than you is key.)

Families who live without forgiving one another are filled with hurt, anger, resentment and broken relationships. Let’s face it — we all screw up (some of us more than others) and many of us have deeply hurt those close to us. Unfortunate, but true. And I don’t know of any real way someone can “make it up to” another person — either through compensatory actions, apologizing, or admitting they were wrong. The bottom line need is the ability for the offended and hurt to “let it go” and move on. Otherwise, the relationship will always be tainted by “Yea, but you …”

I’m sure there are other aspects we could add, but realistically speaking if you:

*Spend time together
*Talk about meaningful topics
*Accept the other person as being different from you (and that is ok)
*Choose to deal with conflicts constructively
*Forgive others when they hurt you

Then you are going to have a darn good relationship. Not that tough, conceptually. Living it out is a challenge, no doubt. But give it a try. You can do better than you have been, I bet. We all can.

(By the way, it won’t be that helpful to print this out or send it to someone in your family and say “Here are some things you should work on” [or some other more indirect wording]. Rather, work on yourself. That’s the place to start.)

A fair amount of my time professionally is listening to individuals, families and organizations who are experiencing some challenges that they are trying to manage successfully. They describe to me a variety of problems and are looking for insight on what to do.

The issues range from individual behavior and feelings — anxiety about life, problems with anger management, patterns of communication which are viewed as condescending by others, uncertainty about one’s future career path — to problems solidly planted in the midst of relationships (marital conflict, a teenager or young adult who is demonstrating behavior problems and the parents don’t know what to do, a lack of trust among family members). And the challenges also can be more systemic or organizational — the lack of qualified managers who can “step up” to fill the gap when the current senior leaders retire, or current key employees who do not have the characteristics needed to be successful in their role.

Believe it or not, one of the most frequent questions I am asked is: “Do you think this is really a ‘problem’ or is it normal?” In essence, I am being asked: “Is this a ‘normal’ problem or is this something we should be concerned about?”

For example, parents aren’t sure if their teenager’s behavior is “normal teenage rebellion” or something greater. Or a manager doesn’t know if his direct report’s tendency to irritate his coworkers and those who work for him is “ok” and he should just let it ride, or if he should confront the issue.

Often, I give my clients some guidelines in order to determine if the problem is within the normal range of behavior (note that “normal” behavior includes challenges, weaknesses, and problem behavior) or if the pattern should be viewed more seriously. Here are a few ways to tell.

First, let’s clear the air on one viewpoint. Some people attempt to minimize problems they are having by saying: “There are lots of people who struggle with (xyz). It is not that big of a deal.” This is the adult version of the teenage justification, “Everyone is doing it!” The point trying to be made is that X behavior can’t really be problematic if it occurs frequently. Wrong. Ask the children of alcoholics or parents who are physically abusive (two high frequency behavior patterns). The level of frequency of a problem in a society has no bearing on its impact on individuals.

Ok, so here are the guidelines.

Frequency of the behavior. If a problem behavior (e.g. losing your temper and yelling at others) occurs once every six months, that is less of a concern than if the behavior occurs daily. Generally speaking, the more frequent a problem is demonstrated, the more concern there should be.

Intensity. Similarly, if the intensity of the behavior is fairly mild, this might be considered within the ‘normal’ range. But when the intensity is high, there is more concern. For example, if an employee is occasionally late to work five to ten minutes, that is not as significant as showing up two hours late (or not at all!) Anger reactions, drinking too much alcohol, anxiety, not fulfilling commitments made, etc. all fall into this realm.

Duration. If a behavior pattern has existed for 30 years (and potentially has grown worse over that time period), that is more problematic than a behavior that has just shown up recently. If a problem pattern has recently emerged, often we look for other stressors in the person’s life that may be temporary.

Generality. If a behavior pattern is pretty limited to one area of a person’s life, or one specific setting, that is less of a concern than if the behavior pattern can be seen in numerous setting. So if a manager relates to numerous people, in multiple settings, in a condescending or sarcastic way (with colleagues, with supervisors, with clients, with vendors, on the phone, in meetings, in email, out in public), then the “level” of the problem is more severe than if this style of communication only occurred with one vendor.

Impact on other areas of life. Some problem behaviors only impact one area of life (work, marriage, relationship with children). Some guys relate well to people at work and in the community, but treat their family members disrespectfully. Some people worry about their children, but the issue doesn’t bleed over into their work life, so that may not be as big of a concern.

Level of concern reported by numerous parties. When an individual raises issues or concerns about another person, whether it is at work or within a family, I view the situation differently than when the same issue is being raised by numerous people. (This is especially true when the individuals don’t seem to have any secondary gains to realize from reporting the problem.)

So, if we take all the issues together, a “normal” problem behavior is probably displayed infrequently, with mild to moderate intensity, maybe has only existed for a short while, and is fairly limited in its scope of where it is displayed.

Conversely, real “problem” behaviors are seen frequently, can be scary in their intensity, have been around a long time, and occur in numerous areas of the person’s life, and usually is creating significant disturbance in his or her life’s functioning.

One final comment. “Problem” problems need to be addressed. They will not go away on their own. And most significant problems are not easy to solve (if they were, they probably would have already been resolved.) “Problem” problems usually require multiple strategies to correct them successfully.

This week I have been gone five days for a series of business meetings. I am writing this as I travel home to be with my family. I have been reading, and have decided to review, a book entitled, The Price of Privilege by Madeline Levine. Dr. Levine is a psychologist who practices in the affluent area of Marin County, just north of San Francisco.

Ironically, I have been gone from my family for business this week and I now have to look in the mirror regarding the concerns she raises about parenting in an achievement-oriented home. Dr. Levine raises numerous valuable issues and points, but I will focus on some of the foundational issues related to parenting in the upper middle-class and affluent subcultures. (Quotes are followed by page numbers in parens.)

“Raising children has come to look more and more like a business endeavor and less and less like an endeavor of the heart.” (14) Dr. Levine cautions that more and more parents focus more on “results”, (and specifically achievement), rather than a relationship with their child.

Research is indicating a growing high at-risk group: preteens and early teens of affluent families. The incidence of depression, substance abuse, anxiety, and unhappiness is increasing at a staggering rate (20% of early teen girls are depressed.) Related to this, a subculture among affluent preteens and teens has developed which values substance abuse, rule breaking and sexual activity.

There are two primary core issues which underlie the dysfunction in this preteen and early teenage subculture:

a) the pressure to achieve, and b) isolation from parents.

Dr. Levine believes parents are “over-involved in the wrong things, and under-involved in the right things, both at the same time.” (28) She views inappropriate involvement in children’s achievement as intrusion, and an unavailability to support our children leads to isolation. “Support is about the needs of the child; intrusion is about the needs of the parent.” (12) “It is when a parent’s love is experienced as conditional on achievement that children are at risk for serious emotional problems.” (30)

“Being free enough from your own preoccupations to be attuned to the needs of your particular child is one of the greatest contributions to their healthy psychological development you can make.” (34)

Ouch. That one hits too close to home for me. I have to honestly say that often I am so preoccupied with my work that I am mentally and emotionally unavailable to both my wife and children. I need to correct that pattern in my life.

Dr. Levine then moves into a section of the book entitled Materialism: The Dark Side of Affluence. I like the way she differentiates between having significant financial resources and ‘materialism’.

“Materialism is not the same as having money. . . Materialism is a value system that emphasizes wealth, status, image, and material consumption.” “Materialism [as opposed to being wealthy].. does predict a lack of happiness and satisfaction.” (45)

Why? “When money becomes overly important, it crowds out other goals, endeavors, and interests; work, friendship, marriage, hobbies, parenting, spiritual development, and intellectual challenges can all fall by the wayside.” (47) “Materialism is about how easy it can be to choose the simple seduction of objects over the complex substance of relationships.” (48) So the focus and enamor with money, possessions, image and pleasure lead us to make choices that eventually depletes us from the more substantive, fulfilling, and lasting aspects of our lives.

The comments and observations Dr. Levine causes me to stop and reflect on my life. ‘What do I need to do differently to demonstrate to my family that I am more interested in them personally than I am about “achievement” (either theirs or my own)? I know this. I am going home and spending the evening with them – talking and listening. Any work that I could do will have to wait.

This is the time of year when families gather together – college students are on break, young adults return home to visit, and the extended family celebrates Christmas and New Year’s together.

So it is also the time when parents who have been successful in business turn their focus to their family. This is both a good thing and it creates difficulties. It is generally good for parents to engage relationally with their family; unfortunately, for some this is an infrequent occurrence due to their focus on work (or hobbies). But when we try to “re-enter” into the family relationally, the style and manner in which we do so can create tension, discomfort, and result in conflict.

Having grown up in a family owned business with a father who was an extremely hard worker, but who also cared about his family, we would experience this pattern. Through the year dad would work long hours, and my mom was the primary conductor of family matters. (This is not to say that he wasn’t involved at all, but until later in his business life, she had the primary responsibility of interacting with the kids regarding our daily affairs.) But around the Christmas holidays, dad would refocus and engage at a higher level in family matters. And, right or wrong, this pattern has largely continued in my own nuclear family.

So, both from observing and experiencing this pattern as a child, and now as a parent, I have seen some ways that “parent re-entry” can go better, or not so well. Let me share some of these observations.

Leading a family is different than leading a business. In business, there is a formal hierarchy with established patterns of communication and decision-making. In family matters, the structure, communication patterns and decision-making procedures are more fluid – largely influenced by which family members are involved and the specific areas of discussion or decision – and obviously, tend to be more relational. As a result, “top down” communication and decision-making that many business owners and executives try to transfer to the family doesn’t go over well (in some families, this is a extreme understatement.) The implication? Don’t try to run family meetings during the holidays like you run business meetings.

Influence is largely a factor of the quality of the relationship in families. Many parents want to utilize the time with their children and grandchildren to communicate important information – their goals and desires for the family, what is important to them, principles they want their children to live by. And this is good. However, the method by which this is done can “backfire”. If the parent does not currently have a positive relationship with the child (or whoever the family member is), the message will, at best, be ignored, and more probably may create a response of anger, resentment or disdain. I would suggest the following:

a) Spend individual time with family members. Talk with them, listen to them, ask them about their lives: what they are excited about, what they are learning, what are some challenges they are facing.

b) Share personal stories about your life. Rather than give a lecture (along with a handout) with your “five core principles for life”, share stories about experiences you have had and possibly the lessons you learned (sometimes the principles are better left unsaid). Think about what makes a good story: build the context, focus on the people involved, share sensory experiences (what it looked, sounded, smelled like), and share your thoughts and feelings throughout the experience.

c) Be aware that you may first need to rebuild relationships with others before they are going to be willing to receive input from you. If you haven’t ever read it, read The Five Love Languages by my friend, Dr. Gary Chapman. Then discuss it with the family member and see in what way love is best communicated to them. Then do it!

When planning activities for the family, give options and choices. Let the family give their input on what they would like to do and how they would like to spend the time together. Although your ideas may be great (and I am sure they are, just like mine are), they may not be what the others in your family want to do. If you want to have positive “family time”, then it makes sense that the family should be able to choose what would be fun for them.

I hope these suggestions will help your time together with your family over the holidays to be fun, positive and lead to significant interactions with those whom you love.

Merry Christmas!

Paul

I’ve been thinking about boundaries lately, and observing how significantly they impact our daily lives.  The lack of boundaries in relationships (or attempts to overstep established boundaries) seem to be a frequent cause of relational tension.

Obviously, there are different levels at which to consider boundaries — at the geopolitical level (e.g. the border between the United States and Mexico), in interpersonal relationships (as wonderfully explained by Cloud and Townsend in their books), and even our physical bodies (our skin provides a boundary between our body and the world around us).

I would like to use the example of our physical body to illustrate a few points about some characteristics of boundaries, and the purposes of boundaries.

First, we need to acknowledge that one purpose of a boundary is to distinguish between A (an object or person)and non-A. This is my body and it is not the same entity as the environment around it. I am me, and I am not you. We are separate beings. Although this seems simple and straightforward, there are many examples and levels at which distinguishing between A and non-A is not that clear cut. When I breathe in, is the air that is in my lungs part of me or is it still separate from me? When I perspire, at what point does the moisture cease to be part of me? The reason this issue needs to be addressed relates directly to the second point about boundaries.

Boundaries serve as a permeable “border” through which we both protect ourselves from the environment and also the mechanism through which we obtain resources and sustenance. Our skin is not a solid piece of fabric which keeps everything out nor keeps everything in. It allows the flow of information and resources between our body and the world around us — it takes in information and things we need (sunlight, moisture) and exhales information (redness of skin when irritated) and unnecessary materials.   This is true in relationships as well, either at the personal level, organizationally and politically.  We do not exist as self-sufficient beings independent from the world around us.  We interact and interchange with those around us — this is the nature of relationship.

In organizations (companies, community groups, churches, etc.) , boundaries (sometimes known as membership) help define who is and who is not part of the group.  Who can participate?  Who can provide input for direction?  Who has the rights of membership?  Who, as leaders, are we to care for and look after?  If membership in a group is unclear, then the processes of the organization become confusing and the resources can be squandered on those who are really not a part of the team.  What is required of members — what resources are they expected to bring to the organization?

Boundaries have a very direct relationship to responsibility (and often in the context of role definitiion).  What (or for whom) am I responsible?  I often see the issue of responsibility become a major source of tension in relationships — within families, family-owned businesses, companies, between businesses and customers, and businesses and vendors.  Individuals and companies who do a good job of clarifying expectations and responsibility in their relationships with others tend to have happier, non-conflictual relationships.

Let me cite some common problems with boundaries that I observe.

    1. Parents continuing to take responsibility for their children’s lives, in inappropriate ways or beyond the normal stage of life for that responsibility.  Most commonly, parents of adult children continue to take responsibility for their children’s financial well-being — rescuing them from a series of poor decisions or “helping them out” so their children will not have to experience some difficulty in their lives.

    2. Children placing responsibility (or blame) on their parents for their (the child’s) life experience.  Sometimes this is financial (”I lost my cell phone but don’t have the money to replace it.  You have money.    Therefore, you should get me a new phone.”)  But it is often at the emotional level — “I’m not happy.  I want x.  If you really cared about me, you would do x for me.  Then I’ll be happy.” 

    3. Family members confusing family and business roles.  One of the core challenges of family owned businesses is clarifying and maintaining appropriate boundaries between the family system and the business systems (ownership and management).  Often I see patriarchs wanting to help their adult children earn a good living (better than they would be able to get on their own in the marketplace) and put them in a position within the business that the individual is not qualified to handle responsibly — to the detriment of the business.  As a business owner, this is their right.  They can do whatever they want with the business they own.  However, in addition to hurting the business, this choice often leads to unintended negative consequences within the family and also often undermines the personal development of their child.

I would encourage you to reflect on the relationships in your life and examine the boundaries you have established (or attempt to).  Is the boundary too permeable?  Do you let in “toxins” from others that you need to keep out?  Or do you create such a firm boundary, keeping others at a distance and not letting them “in”, that you isolate yourself from the resources you need to live a healthy life?  Do you feel others try to place responsibility (or blame) on you that really isn’t yours to carry?  [If so, you may want to review my previous entries on dealing with dysfunctional individuals.] Additionally, in your work, pay attention to the relationships your company or organization has with others.  Are the boundaries well defined?  Is it clear who is responsible for what?  If you have ongoing conflicts with customers, vendors or strategic partners, then I would suggest you need to look closely at your boundaries, or how they are not being clearly communicated to others.