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n e w h a v e n b i z . c o m | J a n u a r y 2 0 2 0 | n e w h a v e n B I Z 45 T H E L O O P VIEWPOI NT M anufacturers in Connecticut face a severe, and well-documented, labor shortage. In recognition of this challenge and more, Gov. Ned Lamont in October appointed a manufacturing "czar," aerospace executive Colin Cooper. e position is expected to be responsible for coordinating the strategic goals of Connecticut manufacturers with those of the government. e labor shortage is likely to be one area of focus for the new czar. But Cooper and his team cannot solve this problem immediately — or without help. Employers must take action on their own. Family businesses are uniquely positioned to succeed in tight labor markets such as Connecticut's. Family-owned manufacturers have an opportunity to leverage their best traits and circumvent their competitive disadvantages to navigate the challenges of this labor shortage. Here are a few of our suggestions. \breaker hed\Create a culture of open communication Many families have family meetings. is gives family members an opportunity to express their grievances and celebrations. It also forces family members to pause from the hectic day- to-day and reconnect. An all-employee meeting is a great opportunity for a family business to create a similar culture of open communication throughout the entire organization. A weekly team meeting allows employees to express and explain the challenges they may be facing and gives management an opportunity to announce any need-to-know information. It also affords management the opportunity to hear employee concerns and take action. is type of transparency fosters a strong culture that can minimize turnover. \breaker hed\Avoid choosing a 'favorite child' Siblings oen joke one that one is more favored by their parents than the other. But sometimes it's no joke. Just as appearing to play favorites within a family creates drama, playing favorites at work does as well. When employees believe one next-generation family member is the heir apparent, they will understandably align themselves with that person to the detriment of others. is can lead to poor productivity because employees may choose not to use their best efforts when Robert G. Brody Katherine M. Bogard assigned to a project with the non-heir apparent or may outright engage in sabotage as a way to support their favorite family member. None of this is good, as no one wants to turn his or her workplace into a game of survival of the fittest. \breaker hed\Embrace, don't avoid, generational differences Connecticut's manufacturing workforce is now five-generational. is means some companies have workers who range in age from recent high school graduates to those in their 80s. To prosper, your organization must harness the special qualities and strengths of each generation. For example, the more seasoned generations have seen many changes in how the work is performed throughout their careers. While it may be counterintuitive, older workers may help you convince your workforce to accept change as opposed to the Millennial who does not remember a time without a smartphone. More seasoned workers also likely know how to perform manufacturing processes by hand without the use of technology. is can be helpful in explaining the mechanics or how the technology does what it does. (It is also helpful in the event a machine breaks down!) is skill should be passed forward before it is lost. Millennials consider technology an indispensable part of their lives. ey can tutor others on how to use technology. But you might want an Gen-Xer to show the millennial how to "tech," as Millennials oen lack an appreciation of how to explain new concepts. No matter the age of a worker each worker can teach the other something whether that be how to perform their duties on a day to day basis or how to navigate a professional work setting. All are learned skills. Family businesses are uniquely positioned to harness this type of discussion because management has likely had to have the same discussion when a child begins to take the reins from the parent. e family members have oen experienced these growing pains personally. Each has to learn from the other for the business to survive. n Robert G. Brody is the founder and managing member and Katherine M. Bogard is senior counsel of Brody & Associates, LLC, a management-side labor and employment law firm in Westport. Family manufacturing businesses can thrive in tight labor market

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