Keep it separate
to stay
together
California Pools
West Covina, CA • (626) 974-9417
HOW DOES a family business like
California Pools stay afloat for more than www.californiapools.com • Member at Azusa,CA
half a century? According to third-genera-tion CEO Ryder Steimle, it takes a team of
selfless and self-assured family members.
California Pools ( www.california
pools.com), which Steimle’s grandfather,
Wayne, started as a backyard project in
1952, is one of the nation’s premier pool-building companies, with more than 20
offices in California and Arizona and
more than 60,000 pools under its belt.
Steimle, who spent his teenage years
in the trenches of the family business,
worked eight months in the corporate
world before he took over as CEO from his
father, Doug, three years ago. Three of his
brothers, Myles, Vanz and Quinton, play different but important roles in the business.
SUSAN WERNER PHOTOGRAPH Y
“Everybody has a different style,” Steimle explains. “Mine was different than my father’s; his
was different than his dad’s. Each person has different things that they’re good at. You have to find
the seat where each person can settle into and add value to the company.”
As with any successful
team, the Steimles
Identifying and accepting those roles is not always easy. Steimle says family members also
need to understand that there is a time and place for both work and play.
“When you’re working closely together, it’s almost more important than in a non-family business
to have your business professionally run,” he says. “If people don’t have defined roles and are
not compensated correctly, family members begin to blend the family organization with the
business organization. And the two need to operate separate of one another. People get
confused and you start having situations of entitlement and that sort of thing.”
each take pride in their
respective positions.
From left, Myles, Ryder,
Doug and Vanz Steimle.
th
the
ances
everyon
chance to
develop a m
ness’s values an
Craig Aro
founder of Th
Inc. in Mariett
for family busi
we doing here
is it important
members don’t or can’t Once the
communicate clearly, honestly and they can look
without fear of consequences, neither the family nor he adds.
the business will function with full effectiveness.”
Family therapist and business consultant Larina Defining r
Kase of Philadelphia says workplace communica- Most peop
tion patterns are often habits carried over from fam- anything from
ily discussions. For example, sibling rivalry, in the Those functio
form of an accusation of being dad’s favorite, can ronment. Que
escalate into an argument that ends with the non- Family Baggag
conclusive statement “I’m right, and you’re wrong.” Schuster, 2000
To facilitate constructive dialogue, Kase has the family is “diam
following suggestions. First, ask yourself if that’s runs a busines
always true. Perhaps there’s a reason dad has acted For examp
the way he has. Second, take a moment to stop and their kids equa
think about how you’ll respond. Last, set a time to titles or compe
discuss the topic later in the day. That takes an argu- members migh
ment out of the public eye and gives both parties the phase to pass,
chance to calm down. where each p
Another way to encourage communication is to weight—can’t
hold regular family meetings or retreats. For an A family m
added element of impartiality, the family can invite address a wayw
a third party to attend—ideally a person who is not roles. Because
on the payroll. Whether they’re weekly or quarterly, possible, they
Steimle says a strong foundation can be the difference between sinking or
swimming—both at work and at a family pool party. “If a family is going to be in
business together, they’d better be founded in strong family values,” he says.
“It’s hard enough just keeping a family together—then you bring money
into the equation and you’ve got a whole other set of issues.”
What are the advantages of working with people you care for?
Steimle says, “Family members bring a level of passion and loyalty to
a business that you just can’t get anywhere else.”—Mark E. Stroder
Resources
Family Firm Institute
( www.ffi.org)
The FFI, now in its 20th year,
helps family-business owners
find consultants and advisers
and provides a list of family-
business centers, education
programs and forums around
the world. Check their
“Resources for Family
Business Owners” link for a
comprehensive list of family-
business centers, education
programs and forums.
ese meetings give all family members
chance to talk and address any griev-
. Not only does a family meeting give
e who is part of the business a
clear the air, it’s also an ideal time to
ission statement and define the busi-
d goals.
noff, a Costco member and co-
e Family Business Consulting Group,
a, Georgia, says, “It’s very important
nesses to step back and say, ‘What are
Why are we doing it together? Why
?’”
family has addressed those concerns,
at structuring the leadership strategy,
oles
le know their roles within a family—
baby to peace keeper to taskmaster.
ns rarely translate into a work envi-ntin J. Fleming, author of Keep the
e Out of the Family Business (Simon &
), says the way to run a happy, healthy
etrically opposed” to the way one
s.
le, parents might say they love all of
lly, but rarely is it possible to give equal
nsation to everyone. Or, while family
t wait patiently for a relative’s quirky
a business—particularly a small firm
erson has to pull his or her own
wait for one individual to shape up.
eeting is the ideal setting not only to
ard family member, but also to assign
parents want to be as evenhanded as
should not be asked to decide who
