We are very familiar with the idea that families consist of complex energy fields. These large fields will contain the energies of the parents, grandparents, children, in-laws, aunts, uncles, and so on.
Depending on the ages and stages of development of each individual member of the family, its energy field will be very dynamic and constantly changing. As one person changes, the whole family field is changed.
It’s not easy to maintain a good energetic balance in a family. The bigger it gets the more it has to change and adapt.
What is not so well understood is that a business will also have its own overall energy field and will be composed of all the energy fields of each individual person engaged in the business, plus customers, vendors, inspectors, and so on. It, too, continually changes over time according to changing circumstances.
I have a special interest in those businesses that are family-run for they have a very special dynamic that can cause great difficulties. The problem they have is that the business energy field and the family field tend to become all mixed in together. That can spell big trouble, especially if the family is in any way dysfunctional. (Show me one that isn’t!)
Families and businesses are different energies that don’t always mix easily. The wider and deeper they become, the worse it is.
Husband and wife teams can work quite well, assuming the marriage itself is strong, but if it goes wide by including siblings, in-laws, and other relatives, you increase the likelihood of power struggles. This also applies if it goes deep by adding a generation or two.
The trick with a family-run business, then, is to keep the two fields as separate as possible, or at least to be aware of the difference between them.
As a consultant specializing in using Radical Forgiveness and the Tipping Method in business, my job, when I go into a family-run business, is first to create a diagram of the energy field of the business.
I map the energy flowing between people, whether it is negative or positive, and show which people have the most power in directing the energy at this time. I also want to see how those dynamics change when circumstances change, or how they are likely to change in the near as well as the distant future.
That gives me a picture of the energetic structure of the company and how the energy is flowing throughout. I am interested to see how the four main forms of energy are flowing – money, information, materials and human energy.
It is the last of these which is the most problematic. People are emotional beings and are unpredictable.
As members of the same family, they also carry a lot of emotional baggage. They hide their motives, their wounds and their grievances, but they act them out from time to time, usually to the detriment of the business.
After mapping the business energy field, I construct a diagram of the family energy field. It includes not only those running or working in the business, but also those with financial or other interests.
Again, I follow the energy and plot the dynamics that seem to be operating within the whole field. It often takes a lot of careful digging to find out what is really going on within the family. I have to build a lot of trust with everyone.
Once I have both fields mapped out, it becomes a matter of laying one over the other to see how they interact with each other. Where do the energies get mixed? Who stirs the pot and why? Where are power struggles likely to occur? And so on.
This process results in a complex 3-dimensional model, which I then attempt to disentangle. The goal is to get to a point where the two energy fields are as separate as they possibly can be.
It is often a long job, depending on the size of the company and how many family members are involved.
At that point, I decide where I need to direct my energies and what problems need to be solved. These are invariably rooted in the basic family dynamics, but problems can also become evident in how the business is structured.
And, as with any business energy field, there may be problems with people who are employees unconnected to the family.
Needless to say, Radical Forgiveness is the answer to most of the family problems which are creating all the other problems. Getting everyone on board with this methodology is the biggest challenge. It has to come from the top.
The owner or CEO has to want it and be willing to work it. It usually involves some training, but once people understand the Quantum Energy Management System, they have no difficulty working with it.
Once they see the results in their own lives and the difference it makes to the business in terms of efficiency, productivity, workplace harmony, and profitability, they go for it.
However, this is one area in which Radical Forgiveness cannot be done as a self-help exercise. Everyone is too closely involved and cannot see the forest for the trees.
If the business is going south because of the dysfunction, everyone is scared and in survival mode. For these reasons, it is nearly always necessary to have me work with the company to turn things around.
Note: For more on this topic refer to my book, 25 Practical Uses for Radical Forgiveness: A Handbook for Solving the Problems and Challenges of Everyday Life in a New Way.
If you would like to schedule a time to talk with me about how I might help your business, please either write me by following this link, or call Shari at 972-202-9926. We’ll be happy to schedule an appointment.