In my last blog, I talked about my son William’s momentous ’09 summer, which saw him receiving his MBA and law degrees from Case Western Reserve University and marrying his sweetheart Christine.  I also briefly mentioned William’s becoming my business partner in an exciting new venture, Governance Edge.  As president, William is in charge of day-to-day operation of Governance Edge’s publishing and web-based learning programs.  We’ve already brought out two briskly selling books, and we have a new one on the way that tells the fascinating and exciting story of a blind CEO, Virginia Jacko, who is my co-author.  I’ll be describing this new book, which we’re tentatively calling “The Blind Visionary,” in a future blog.

What an experience it’s been thus far working with son and colleague William – always educational, rewarding, and energizing and occasionally a bit stressful.  Governance Edge is without question benefiting from William’s entrepreneurial and technological savvy (Case’s Weatherhead School of Management is a major center for entrepreneurial research and education), as well as his energy and enthusiasm.  With his help, I’m becoming ever more comfortable with the today’s world of hyper-connectivity, with the likes of LinkedIn, Facebook, and Twitter.   I may not be tweeting much yet, but I’m certainly on the verge, thanks to Will’s guidance and pressure.  I certainly clearly see the potential of social networking, especially for widely and relatively inexpensively getting out the word on exciting new products  like “The Blind Visionary.” 

Now, the fact that I’ve been the sole boss who’s used to getting his own way for 20 years has made the transition to a partnership rocky at times, but we’re working out the kinks.  Looking back over the years, I can see a number of decisions that would have benefited from William’s insightful counsel, so I’m sold on the idea of collaboration as we move forward.  Well, theoretically anyway.  The emotional thing does every so often get in the way.  William, who graduated in the top 10 percent of his law school class at Case Western, can hold his own in debate, and he’s not about to back down when he believes his position is sound.  That’s what I need, no question, but now and then his being so challenging throws me on the defensive.  But that’s normal, I assume, and we’re working through the issues.

We did have a funny run-in his first week on the job at Governance Edge.  William and I had agreed on Monday that he needed time to settle in and find his sea legs, without pressure, and that I should step back and give him space, resisting the temptation to hurl “suggestions” his way.  I was sincere, I really was, but I couldn’t resist peppering him with 10 or 11 emails over the next couple of days, sharing my thinking on this and that issue.  Mea culpa!  Will’s response to this unsolicited advice was succinct and a trifle brutal, involving his deft use of the delete key.  I was appropriately chastened, if not completely cured, but I’m getting there, day by day.

I welcome hearing about similar experiences – father-son, mother-daughter, father-daughter……..Oh, and I’d like to know if anyone out there is aware of a 12-step program for recovering bosses!