Hearts & Minds: Keeping it in the family? Here's the comms playbook

The appointment of Fawn James as CEO of Soho Estates, created by her late grandfather, Paul Raymond, reminds again of the comms attached to keeping it in the family. In private firms like Soho Estates, such appointments occur regularly but they are also known in the publicly listed. As is the appointment by CEOs of their children to senior executive positions.

It does not matter how well-qualified they are, inevitably the charge of nepotism, being a nepo kid, will arise. Either it will be said directly or remain, unspoken, in the background. It’s what lots of people are thinking. Coming to the PR’s aid is the fact that the business world is not entirely black and white on the issue. Yes, there are critics, there will be carping, but there are those who regard it as a good idea and give their approval. Sure, the adage of ‘clogs to clogs in three generations’ will be raised. Equally, though, there are examples of that not occurring – look at the Borgias of Renaissance Florence or those families that so dominated the City and Wall Street for generations.

In his book, In Praise of Nepotism, Adam Bellow (son of Saul), argues that we are hard-wired to protect our family and friends, that we see them as the most trusted to succeed and that they, in turn, know what it was that set the company apart and made it tick. Of course, it goes against the values of egalitarianism and merit, but it also conforms with the natural instinct of wanting to do our best for those who are closest to us. This is the balancing act the comms must follow.

There is no point in denying the proximity. Be up front about it but without going overboard. So and so is the son of, daughter of, etc. To avoid it, invites derision. There is a video that has gone viral of an actor being asked about a case of nepotism. The anxious PR intervenes and says, ‘for another time’. What’s apparent is that the interviewee seemed perfectly relaxed and was comfy answering the question.

The emphasis must be on their experience and suitability, making it clear as much as possible, if not overtly, how they’ve been immersed in the corporation since an early age, they’ve grown up on it, they know the operation backwards. There will be sarcasm. Ultimately, it’s how they perform that will decide.

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.