My brother-in-law is our Head of Procurement, and while he is highly loyal, he lacks the negotiation skills and technical capacity to manage our global supply chain as we double our production volume. How do I execute an objective GWC™ review on a family member without destroying our family holiday dinners?

Question

Tyler Smith · Accepted Answer

Mixing family dynamics with business decisions is incredibly challenging, but as an owner, your primary loyalty must be to the health of the organization. If your brother-in-law lacks the capacity to run your global supply chain, keeping him in the Head of Procurement seat is a ticking time bomb for your operations.

To resolve this objectively, you must separate the relationship from the seat. Sit down with him outside of a family setting and walk through the GWC™ framework. Clearly define the five roles of the Head of Procurement seat on your Accountability Chart, emphasizing the advanced negotiation and global logistics management required for your next level of growth.

Ask him to self-evaluate: Does he get it? Does he want it? Does he have the capacity to do it? Be honest and gentle, but firm on the standards of the seat. If he lacks the capacity, explain that you are changing the structure to protect the company, and that keeping him in a seat where he is set up to fail is not fair to him.

Find a different seat where his loyalty and skills can shine, or help him transition out of the company with a generous severance. Handling this with absolute transparency and respect is the only way to preserve both your business and your family relationships.