"Huyo ni mtoto wa mdosi. Mwache tu."
Kamau runs a growing hardware business.
A few years ago, he employed his cousin to help manage daily operations.
At first, everything seemed fine.
But gradually, things started changing.
The cousin reported late, ignored procedures and struggled to account for some business expenses.
Other employees noticed.
One day, a qualified employee approached Kamau about the unequal treatment.
Kamau was stuck.
Correcting his cousin could create tension at home. Ignoring the problem was hurting the business.
And this is where many founders get it wrong.
There is nothing wrong with employing relatives.
The problem starts when family relationships become an excuse for ignoring professional accountability.
Three things can go wrong:
- Meritocracy disappears.
When family connections matter more than performance, other employees lose motivation.
Good people eventually look for workplaces where their efforts are recognised.
- Financial controls weaken.
Business money gets borrowed without documentation.
Personal expenses find their way into company accounts.
Payments are approved without proper support.
As a bookkeeping and financial controls professional, this is a red flag. Every transaction needs a clear purpose, proper authorisation and supporting documentation.
- The business becomes difficult to sustain.
Salaries, promotions and leadership positions start depending on family relationships rather than contribution.
Even succession becomes a family negotiation instead of a business decision.
So, what's the solution?
Don't exclude relatives from your business.
But give them the same professional structure you would give any other employee.
Clear job descriptions.
Formal agreements.
Defined reporting lines.
Measurable performance targets.
Proper financial controls.
Family can give someone an opportunity in your business.
It should never give them an exemption from accountability.
