|
The Husband and Wife Gamble
 (Author’s note: Because of the recent addition of a book-in-the-works to my already hectic schedule, this column will appear monthly instead of weekly.)
I recently hired a husband-and-wife team to redo my stained concrete floor. The story of the floor is a column in itself, but for the sake of today’s piece let’s just say it didn’t turn out exactly the way it was represented. At any rate, watching this couple work together was nearly magical. She was the “form,” and he was the “function.” They complemented each other marvelously, contributing to well-synchronized conversations. Then they went about their work. It was a beautiful thing, reminding me of Olympic figure skaters who were wielding masking tape, sanders and chemicals instead of lace-up blades.
This was particularly poignant to me because I’ve been in cahoots with my gal, Cindy, for nearly 15 years. Though we do quite well nowadays, she and I haven’t always been so graceful.
Why would anyone go into business with their spouse to begin with? Is it because they want to love and cherish each other 24/7? Perhaps it’s because you can order a spouse around but you can’t a regular employee? I should hope not. It’s usually simply a means of convenience and saving money. You don’t have to pay your spouse, right? The answer isn’t so simple.
The stakes are extraordinarily high with a husband-and-wife company. Get it right and enjoy one of the more rewarding things in business. But screw it up and you may well be visiting the divorce attorney. Here are a few do’s and don’ts I’ve gleaned over the years:
- DO establish a chain of command, first thing. Someone (singular) must be in charge; the buck has to stop somewhere. A business is different than a marriage, where the line of who’s in charge is a blurry, dynamic thing. This doesn’t mean the boss ignores everyone’s input and rules like a tyrant; it simply means the boss gets to make the final call and the troops (including the spouse) follow that lead. If you can’t get this straight, probably best not jump in.
- DO the jobs you like. This will lead to harmony not only at work, but will spill over to home as well. The converse is also true. If there’s nothing you like in your spouse’s business but you do it anyway, sooner or later the grind will get ugly.
- DO pitch in and help each other. We all get overwhelmed. There is no greater gesture of appreciation than personally helping when the pressure is on — no matter how menial or “not in my job description” the task.
- DO limit your exposure to each other. Even the best of friends will get sick of one another if overexposed. Choose tasks and inter-office locations to provide a measure of separation.
- DON’T mix home and office. Work when you’re at work, then leave it there.
- DON’T use a spouse as a dumping ground for the chores no one else wants to do. You’re running a business, not a labor camp. Hire out the shmucky stuff.
- DO pay your spouse — even if non-monetarily. A spouse is the easiest employee to under-appreciate. Presumably husband and wife share monetarily when customers pay their invoices, so a formal paycheck may not be practical (though may not be a bad idea). Pay each other with compliments. Because you’re the owners, neither of you gets enough kudos; it’s your job to give them out. So be generous in complimenting each other. Make it a personal job requirement: one heartfelt compliment per day, along with a good dose of “thank you’s.” It’s a habit that will pay monetary and personal dividends year in and year out.
Oh, and my stained concrete floor? Thanks to “R&R Finishin,” it (finally) turned out beautifully.
Tim Garrison of ConstructionCalc.com, is a professional engineer, author and software producer for the building industry. Send e-mail to buildersengineer@constructioncalc.com. Tim reads every one.
This column cannot be reprinted without permission from the author.
The views expressed in this article represent the personal views, statements and opinions of the author and do not necessarily represent the views, statements, opinions or policies of the National Association of Home Builders. NAHB does not necessarily endorse any of the views expressed by the author and NAHB is not responsible for any direct or indirect consequences arising out of the views expressed in this article.
|
