Treating Business Like Family?
In the competitive world of business, the idea of treating your company as a family has gained traction, especially among tech giants. However, as Airbnb CEO Brian Chesky and Netflix CEO Reed Hastings have shown, the work family approach can lead to challenging situations when tough decisions need to be made.
Brian Chesky, co-founder of Airbnb, recently shared his thoughts on this topic during a conversation with Wharton psychologist Adam Grant on the “ReThinking” podcast. Reflecting on the height of the Covid-19 pandemic in 2020, Chesky recounted how he wrote a heartfelt note to his employees, expressing his “deep feeling of love” for them as the company faced layoffs.
Despite his genuine sentiment, Chesky now acknowledges the issues with treating your company as a family. “It is true that a company’s not a family,” he admitted. “In fact, we had to make that pivot.” The emotional ties created by a family mentality can complicate necessary business decisions like layoffs or firings, making them even more painful for all involved.
Reed Hastings, CEO of Netflix, offers a different perspective. He advocates for viewing companies more like professional sports teams. “You should organize around this idea that everyone has to fight for their job every year, like it is in professional sports,” Hastings explained during Stanford University’s “View From The Top” interview series.
Hastings argues that the family approach can impair a leader’s ability to manage their team effectively. As a family, members offer unconditional support as the norm, regardless of individual performance. However, in a business, performance and productivity must be the primary focus.
Leadership development coach Joshua A. Luna supports this view in a 2021 Harvard Business Review article. He warns that referring to a company as a family can lead to managers exploiting emotionally attached employees, pushing them to go above and beyond like a sibling might. If they don’t, they risk falling out of favor or even losing their job.
Luna suggests that Hastings’ sports team analogy is more effective. It fosters a sense of belonging and camaraderie while keeping the emphasis on performance and results. A healthy workplace culture, he notes, “respects the transactional nature of this relationship.”
Sheryl Sandberg, former COO of Facebook, also weighs in on this topic, stating, “It’s not a family, it’s a team. You don’t fire your family, but companies do need to make tough decisions for the overall health of the organization.” This sentiment echoes the need for a clear distinction between personal and professional relationships in the workplace.
Additional insights come from Patty McCord, Netflix’s former Chief Talent Officer, who co-authored the company’s famous culture deck. She emphasizes that “adequate performance gets a generous severance package,” reinforcing the idea that only top performers should stay on the team. This approach ensures that the company remains agile and competitive.
Other “Work Family” Examples
1. Zappos:
Zappos, known for its exceptional customer service and unique corporate culture, once embraced the family metaphor under its CEO, Tony Hsieh. However, even Hsieh recognized the limitations of this approach. He later transitioned to a “holacracy” management style, aiming for a more distributed and accountable system of leadership and responsibility. This shift underscored the need for balance between community spirit and business pragmatism.
2. HubSpot:
HubSpot, a leading inbound marketing company, has been known for its strong culture and treating employees well. However, co-founders Brian Halligan and Dharmesh Shah realized that referring to the company as a family could create unrealistic expectations. Instead, they focused on creating a culture of autonomy and responsibility, allowing employees to thrive while maintaining high performance standards.
Supporting Research
Research supports the idea that treating a company as a family can lead to negative consequences. A study published in the *Academy of Management Journal* found that organizations promoting a familial culture often face challenges with performance management and accountability. The study concluded that while a supportive work environment is crucial, it must be balanced with clear performance metrics and accountability structures to ensure organizational success.
Moreover, a report from *Gallup* highlighted that high-performing teams are those where employees have clear expectations, regular feedback, and a sense of autonomy. The report emphasized that while emotional bonds are important, they should not overshadow the need for objective performance evaluations and accountability.
Balancing Emotional Support and Performance
As leaders navigate the complexities of building strong, motivated teams, it’s crucial to balance fostering a positive work environment with maintaining clear boundaries. The experiences of Chesky, Hastings, and other leaders highlight the potential pitfalls of a family-like atmosphere in a business setting.
Adopting a professional sports team mindset allows leaders to cultivate a culture that values both collaboration and accountability. This approach helps develop strong bonds among colleagues while ensuring everyone understands their roles and responsibilities in driving the company’s success.
Ken Gavranovic, an experienced CEO and leadership expert, advises, “Creating a culture of transparency and performance metrics is essential. Employees need to know what’s expected of them and how they contribute to the company’s goals.“
Ultimately, effective leadership requires finding a middle ground between nurturing a supportive work environment and maintaining the objectivity needed to make tough decisions. By learning from the insights of experienced CEOs like Chesky, Hastings, and others, today’s leaders can build resilient, high-performing teams that thrive amidst challenges and change.e
