Breaking business news and updates in and around Columbus
Two CEOs are better than one at state physicians’ organization
Two CEOs are better than one at state physicians’ organization
A 25-year veteran of physician relations has been named co-chief executive officer of the Ohio State Medical Association. Todd Baker (top, right) of Columbus was appointed this week to share CEO duties with D. Brent Mulgrew (bottom, right), who retains his title as OSMA executive director.
Baker is a previous executive director of the Ohio Ophthalmological Society. For the past three years, he has been director of professional services with OSMA.
Mulgrew will mark 40 years with OSMA in September, serving as executive director and CEO since 1992. Mulgrew says Baker’s appointment does not signal retirement for himself, but an opportunity for Baker to participate more directly in a wider range of leadership activities with the association, which is the largest physician-led organization in the state.
“This promotion will significantly expand Todd’s responsibilities, providing him a greater opportunity to learn and be instrumental in additional aspects of the OSMA’s current and future activities,” Mulgrew said in a news release. “Todd will also work with OSMA
members, staff and Council to assure the OSMA’s future strategic planning is aligned with the organization’s mission, vision and values. His prior experience in the healthcare industry means he is well-suited for this new role.”
OSMA is affiliated nationally with the American Medical Association and locally with county medical societies.
Girl Scouts nurture Ohio's next generation of female leaders
The Girl Scouts of Ohio’s Heartland council isn’t just about cookie sales. The council, which covers a 30-county service area in and around Central Ohio, continues its commitment to shape young female leaders with the launch of the GO LEAD Academy this summer.
In partnership with Otterbein University, the Heartland council will host the five-day GO LEAD program for girls in grades 10 through 12. The leadership academy begins June 22 on the Westerville campus.
During GO LEAD, participants will “uncover issues that affect their world, participate in experiential activities designed to help them find their ‘voice’ as leaders, create community impact projects to address local issues” and more according to the Heartland council. The cost to attend is $195, and partial financial assistance is available.
All girls within the age range are encouraged to apply whether Girl Scout members or not. Applications will be accepted through May 31 (or until all slots are filled with qualified candidates). Selections are based on academic achievements, community involvement and submitted references. Download the application here: http://gsoh.org/wp-content/uploads/2014/02/GO-LEAD-Application.pdf .
Guest blog: Succession planning for daughters in family businesses
(Editor’s Note: This is the sixth in a series of columns by family business leaders and advisors with information and ideas about topics unique to family businesses, developed in conjunction with the Conway Center for Family Business.)
By Bea Wolper
The founder-parents of family owned businesses often give mixed messages regarding what they expect their daughter to do to become a leader of the business. They will say, “Come into the business and work hard…and you will be the leader,” while at the same time they expect her to be a stay-at-home mommy for their grandchildren.
Many times this is an unconscious bias creating yet another hurdle for women in family business. Satisfying the stereotype of an ideal business leader may be in conflict with the traditional views of how a mother “should” behave and may create questions as to whether that mom is suitable for the leadership position.
When dad sees his son work 60+ hours a week, he may say to his daughter, “Why can’t you stay and do what Johnny does? Have someone else pick up the kids/go to school events/take Bobby to the doctor.” The fact that the daughter takes time to do these things also creates sibling issues…the son may feel that his sister is “favored” because she is allowed to take care of family responsibilities, and he is expected not to do so.
In family businesses, the hats one wears are many: president, father, grandpa, vice president, daughter, sister, mother… and the pressure is to give 100% to each of these roles. The pressure is not just from parents or society, but the internal feelings that many women have that they are primarily responsible for home and family—even with a “supportive” spouse. Unfortunately, more often than not, the current perception of management still is that the employee most likely to put the duties at work before the duties of the family is the traditional “work-oriented” male.
Who in your family business leaves work to take the children to the doctor? Who has primary responsibility—if the electrician can only come between 2 and 4—to be at the house to let in the electrician? Who goes to school events? Regrettably, in interviewing over 100 local women who are in family businesses, almost all stated that they were the person primarily responsible.
In addition, this double bind extends to how the daughter acts in the business. Should she “act more like a man,” or be feminine? In the landmark law case of a woman passed over for partnership in an accounting firm, Ms. Hopkins was told to be more assertive, but also to be less masculine and “dress more femininely”…wear makeup and more jewelry…etc. This was the "intolerable and impermissible Catch-22" that the United States Supreme Court cited when holding in Ms. Hopkins' favor.
The way to resolve the conflicting messages is a combination of communication and prioritization.
Family business councils can offer an outlet to discuss the many frustrations of trying to do everything for everyone, and can also offer the opportunity for understanding the pressures. Family members can discuss the ground rules for entry into the family business: family and non-family; male and female.
Daughters who are mothers, or who will be mothers, need to discuss the situation and put the founders/parents at ease that emergencies are covered, that responsibility is constant and that emotional pulls, although often a distraction, can often make a leader stronger.
Fortunately for family businesses, more and more women are successfully becoming their leaders—because in family business, women leaders are not only recognized and appreciated for their leadership qualities but also are appreciated for bringing increased empathy and multitasking to the position.
Bea Wolper is a co-founder of the Conway Center for Family Business and serves as an Advisory Board member. She facilitates the Center’s Women in Family Business and Succession Planning Peer Groups. She is a partner in the law firm of Emens & Wolper LLP, in Columbus, Ohio. Her practice focuses on succession planning, estate planning, general corporate law, contracts and the buying and selling of businesses, with an emphasis on family-owned businesses. Wolper and her husband, Dick Emens, the Center’s Executive Director, co-authored Family Business Basics: The Guide to Family Business Financial Success.
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