Exploring Careers in the Family Business

Working within a family business or alongside family members offers a unique opportunity for young people starting their careers. Understanding benefits such as job security, education, and advancement in family-run firms, while also being aware of possible challenges, is crucial for those considering a position in their family’s company or another family-owned organisation.

Sana Jubaili is the Group HR Director of Jubaili Bros. With over 17 years of professional experience, Sana began her career working with non-profit organisations, ranging from grassroots efforts to the United Nations. In addition to her executive role in her family business, Sana is also a member of the Board of Directors. Maryam Saeed Almulla is a board and investment committee member at UAE-based Almulla Capital. Before joining her family enterprise, Maryam worked for the Boston Consulting Group (BCG) where she gained extensive experience in various industries, including banking, the public sector, and aviation.

In this conversation with Mai El-Kinawi, a leading Communications Strategist who is part of a multigenerational Egyptian family enterprise legacy and has spent much of her career in large family-owned corporations, Sana Jubaili and Maryam Saeed Almulla provide guidance and valuable insights regarding what to expect when embarking on a career in a family business and how to leverage existing opportunities.

Mai: What characteristics do family businesses value when hiring for their firms?

Sana: During the interview stage, family firms generally seek similar characteristics in candidates. Qualities such as strong communication skills, relevant experience, and a clear desire to learn and contribute to an organisation, including through internships and university initiatives, are greatly valued. Once employed in a family business, regardless of its size, individuals who show a willingness to take responsibility and get things done are highly regarded. Strong social skills, including the ability to know when to contribute, ask for assistance, or listen, are also extremely beneficial.

When pursuing a position in a family business, it’s important to consider whether you want to work for a large multinational owned by a family or an SMB that could potentially still be led by the founders. Understanding the differences between these types of organisations is crucial. Although many family-led SMBs still operate with an established framework of processes and procedures, those with executive teams consisting of founders and family members will likely have a less formal environment with fewer processes and procedures and less distinction between roles. In this context, there is a real opportunity for employees to become extremely valuable. The ambiguity and uncertainty that sometimes occur in these types of businesses can be challenging, but the potential to make an impact and rise up the ranks quickly presents a powerful opportunity.

Mai: What are the different factors that influence the decisions of family members when considering whether or not to join their family’s business?

Maryam: To better understand how young people approach the decision to join their family business, I interviewed for my capstone project multiple family members from a variety of family businesses of different sizes and ages in the region. There were three specific questions I hoped to answer: What is the level of willingness for family members to join the family business? What factors contributed to whether they joined or not? And are there different considerations between men and women?

Somewhat surprisingly, I discovered that most of the family members I interviewed were willing to contribute to the family business, either out of duty or desire.

The factors influencing these decisions ranged from exposure to the family business and the attitudes of family members to personal considerations, such as self-discipline, rules, and responsibility, and the aspiration to influence sustainability within the organisation.

Another unexpected finding was the minimal difference in these decisions based on gender. However, I did observe that gender influenced parents’ opinions on which education their children should pursue and which company they should join. Overall, my findings showed a positive outlook on family businesses from those I interviewed, offering insights on the intricacies of these businesses and highlighting the maturity of their policies and procedures.

Mai: How can new graduates set themselves up for success after choosing to join their family’s business or another family business?

Sana: If someone is looking to start their career in a family firm that is not their own, seeking out organisations with strong governance structures and a positive working environment can provide comfort and job security. Well-run, employee-centric companies often offer greater growth opportunities. However, it’s also important to remain flexible and look for opportunities beyond your job description to establish value and trigger advancement. Seeking honest feedback is a constructive way to foster professional growth in any family business setting.

Regardless of the family business someone chooses, being fully aware of family dynamics within the organisation is key. If an individual joins their own family business, they must assume their role as an employee at the office and not try to leverage their status as a family member.

For those who are not family members working in a family business, it’s important to be aware of the relationships that exist between family members in order to remain neutral and avoid getting involved in office politics. 

Maryam: I recommend that family members gain experience outside the family business before joining their own. This step can boost confidence, strengthen communication skills, and bolster credibility when they eventually join their family’s firm. They may also gain respect from family members who appreciate the effort of starting with another organisation and trust the training they receive elsewhere.

Setting boundaries is also important when working in your family’s business. Separating work dynamics from personal relationships is essential for maintaining balance and preserving professional sustainability. However, that doesn’t mean avoiding conflict with family members or other team members. Conflict is common in family-run businesses due to their unique operating nature; therefore, learning how to effectively address and resolve conflict within the firm and the family is a productive strategy and a strong skill to develop.

Mai: What opportunities do family businesses offer that might be different from their non-family-run peers?

Maryam: Besides the potential for strong job security, the unique working environment of family firms offers real learning opportunities. In medium to small family businesses, employees often have direct access to multiple department heads who can coach and guide them through various processes. For those interested in trying new things, learning a wide range of skills, and acquiring broad business experience, family-run organisations offer considerable possibilities.

Sana: Whether working for a family or non-family-run company, seeking challenges in your roles is important. After working in the same position for several years, it’s critical to reinvent and transform yourself after mastering your position, not only for your own advancement but also to avoid complacency. Family firms often provide opportunities for people to stretch, grow, and complement their skills by exploring different areas of the business.

Publication Date: xx-February-2024