"Realizing how difficult it is not only to earn trust, but also to gain support for decisions of significant consequence, is a long process of building a track record of results. It means understanding that, from the other side's point of view, they may view us as still under development and inexperienced. Yes, there will be times when our arguments are valid and supported by evidence from outside the organization. But it matters much more when you, as a second-generation leader, decide to build that track record in front of the board of directors and senior management so that trust can be earned. Trust can also be easily lost, especially if you are facing biases.

The first major change came from tackling overseas markets during COVID-19, when I took charge of developing international markets. The biggest challenge came from a difference in confidence levels; in this case, I was less confident than the organization. There was friction in adapting to different standards, and asking others to put in the same effort as you was a challenge. Navigating this friction required taking on more responsibility and pioneering the process of researching, presenting, and implementing changes. It also required substantial results and a win-win solution for all parties, even when favorable and unfavorable conditions were outside your control.

The connection was less about an idea and more about gaining a better understanding of the specific position we occupy within a family business. There are not many people who are in the same position as us, and a lot of the time we feel unable to share openly. In my case, specifically, it was about the shared struggle of bridging the gap between my own development and what is required of me by the family business. Having people who are a few years ahead of you helps you gain significant insight while maintaining a sense of familiarity and making it easier to share."