A Family Affair

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Three brothers started the company in 1988 rebuilding gas pumps. Now, RDM is a source for both new and remanufactured petroleum equipment and has grown to six locations and 150 employees with the first and second generation of family heavily involved. Here we speak with Kaylie Long Scoles, marketing director at RDM Industrial Electronics Inc. and member of the founding family about running a family business.

 

How do you balance the family relationship dynamic with the professional business dynamic?

When family and business is intertwined, it’s important to set boundaries to keep things professional while at work and keep things fun outside of work. At the end of the day, we all have the same idea of success: providing jobs to our community and being the best stewards of the business that we can be. With the same mission, balancing the dynamic becomes easier

 

If family members want to be part of the business, how do you integrate them into the operation

Even though we spent summers and school breaks working at RDM, there was never pressure for us, the second generation, to join the family business after college. We each decided to work at RDM on our own. Making that choice personally made me feel more invested in the company than if I had been pushed or convinced to do it.

I think it is very important to avoid inserting family members directly into management roles when they join the team. Allowing family to work their way up through the organization naturally allows for the family member to learn other aspects of the business, creates a more diverse view of the company and allows them to earn trust from coworkers and authority figures.

It is also vital to implement family members where their strengths and education is aligned with the job duties. Our owners have always been very good about allowing the second generation to grow into their roles and passion—to figure out our strengths and to do more of what we enjoy doing at work. They want our work to be as fulfilling for us as it has been for them—”find a job you enjoy doing, and you will never have to work a day in your life” (Mark Twain).

 

How do you maintain company morale, buy in, motivation and drive with non-family employees?

Communicating company-wide goals and celebrating our accomplishments as a company is vital. RDM has heavily invested in our company culture over the last year so that as we grow, we can maintain the small family business feel. I am confident in saying our family is amongst the hardest workers in the company—work ethic and dedication never go unnoticed. We do our best to inspire and empower all team members to be the very best that they can be so that we can work together to achieve our shared goals.

Our family is fortunate enough to have many incredible employees who believe in both generations of our family business and our mission and work tirelessly to help us achieve our goals.

 

How do you handle performance issues that might involve a family member. (This could go a couple of ways. A family member not performing to expectations or being too hard on family members).

In an ideal situation, we handle performance issues the same way for both family and non-family employees. Everyone should meet the same high standards. This fairness needs to be clear to everyone in the organization.

 

Can a family business have advantages in the marketplace?

Although coupled with unique challenges, family businesses have a multitude of advantages in the marketplace.

One of the biggest advantages is the culture in which family businesses can create. Values and culture resonate with both employees and customers leading to stronger brand loyalty and a more dedicated workforce.

Our family business also has deep rooted connections within our community and industry. These relationships built on trust and personal connections lead to enhanced customer loyalty, favorable partnerships and access to resources.

Family businesses can often make quicker decisions than larger corporations. This flexibility allows family businesses to respond quickly to customer requests and complete tasks in an efficient manner.

Another advantage family businesses like RDM have is their commitment to providing a quality product and service. The family takes great pride in their quality and has their reputation tied to the quality of the products they sell. The RDM reputation is tied closely to the Long family name—something we take pride in and are very careful about.

This commitment to quality gives RDM a competitive advantage in the industry in terms of customer satisfaction and retention.

Family businesses like RDM have a succession plan in place to ensure continuity in leadership and strategy across generations. The stability of values and integrity is attractive to both customers and employees. RDM will only build upon the same values that were instilled in us.

 

What is the biggest challenge with a family business?

From my perspective as the daughter of one of the co-owners, earning respect can be more difficult. Second generation family-members must work extra hard show they deserve respect. It takes time, education and experience. Family members must invest their time and effort.

Resolving conflict with open communication and understanding. It’s perfectly okay to have different opinions, in fact, our leadership embraces diversity in thought processes and decision making. However, once a final solution is reached, working towards our goal together as a team becomes the bigger challenge.

 

What is the biggest advantage?

One of the most significant perks is the opportunity to spend time with your loved ones while pursuing your passion. Working alongside family members, like your father in my instance, for an extended period is a rare privilege that I value deeply. Even on challenging days, this bond serves as a source of strength and inspiration.

For non-family members, family-owned companies are more understanding of their employees. They treat employees like they would wish for their family to be treated. Family businesses like RDM can create a healthy work environment with work/life balance, mutual respect and guiding morals and values.

 

Addressing big picture strategic issues (investment, growth, etc.)

At RDM, we believe in the power of diversity and collaboration when it comes to leadership. It’s not just about family ties; it’s about having a mix of talents, perspectives and experience onboard. Our key employees come from various backgrounds, proving that bloodline is not a requirement for leadership. The next generation brings fresh perspectives that naturally drive growth, while the current owners focus on diversification and shaping a robust company for the hand-off. Together, we reinvest in the company and turn every challenge into a valuable teaching moment.