Family Business: A deeper look

I’m a fourth-generation member of a family-owned pharmaceutical business, and while I’ve always been proud of its legacy, In the past I knew the company wasn’t fully aligned with my values.

Family dynamics in such businesses can be challenging, with conflicting personalities and beliefs making it hard to align on a vision. Despite my desire to make a positive impact, not being directly involved in operations limited my ability to drive change.

Coaching was a turning point. It gave me the clarity and vision to build stronger relationships within the next generation of the business. I led by example, fostering open and vulnerable conversations to understand each other’s values and goals. Together, we crafted a collective vision and set of values for the company, which we translated into actionable goals for the operational team.

I became a Holdings Board Director allowing strategic leadership and more understanding of the business. I also joined the Internal Communications Committee where I became the communication bridge between all staff members, Directors and the family shareholders.

For one year I spent considerable time within the factory observing how each department worked, built relationships with as many staff as possible and was able to spot strengths and weaknesses that I was able to highlight and support change where needed.

The results from all of this work was transformative: family relationships improved, and the business is thriving, aligned with our shared values.

This journey required vision, patience, and the courage to set boundaries and speak up. Through coaching, I gained the confidence to show up authentically, making a lasting impact on the company’s culture and over 250 employees.

Not being involved in day-to-day operations allowed me to see the bigger picture, empowering others to thrive. The shift toward authenticity and alignment has created a culture where both individuals and the business flourish.