Family businesses

Hey everyone, welcome back to IELTS TIME. I’m your host, Archer.

Today, we’re talking about a Part 3 topic that many test takers struggle with — family businesses. It can be hard to find ideas or express them naturally, so in this episode, we’ll break it down and show you how to handle these questions with confidence. As always, Jessica will be our examiner, and Joseph will be in the hot seat answering the questions. After their mock interview, I’ll walk you through each response in detail — explaining why it works, what vocabulary stands out, and how you could approach a similar question yourself.

Let’s start with the mock interview.

What do you think of family businesses?

Well, I think family businesses are really fascinating and often a bit underappreciated, to be honest. They usually combine personal values, long-term vision, and that sense of community that big companies sometimes lack. But at the same time, they do face unique challenges — like emotional conflicts or being a bit resistant to change. I really admire the ones that manage to balance professionalism with family loyalty, because that’s not easy at all. Overall, I’d say they play a pretty crucial role in the economy and society, especially in keeping traditions alive and creating stable jobs.

Why do some people prefer to work for a family business instead of a big company?

I guess it mainly comes down to autonomy and being able to see the impact of what you do. In a big company, it’s easy to feel like just a small cog in a huge machine, you know? But in a family business, your work really matters — you can see the results right away. There’s usually a stronger sense of loyalty too, and sometimes more job security because of those family ties. Plus, the atmosphere tends to be more personal and supportive, which makes it more satisfying. So yeah, that mix of connection and stability is really appealing for a lot of people.

 What are the advantages and disadvantages of working with your relatives?

Well, one big advantage is trust — you usually know your relatives’ intentions, so there’s less office politics. Communication’s also easier because you already understand each other. But the main downside is that boundaries can get blurred. Arguments at work can spill over into family life, and criticism can feel personal. It’s also tricky for non-family staff — they might feel left out or treated unfairly. So yeah, it can be supportive, but it definitely needs careful management to avoid tension.

 In your country, do most family businesses stay small, or can they grow large?

I’d say most family businesses in my country tend to stay small — like local shops or restaurants — because the owners want to keep that personal touch. But some do manage to grow into major national or even international companies. That usually happens when the next generation brings in professional managers and more formal systems. Those businesses try to balance growth with preserving family values, which isn’t easy. So yeah, small ones dominate, but there are definitely some great examples of successful scale-ups.

Why do conflicts sometimes happen among family members when they do business together?

Conflicts are almost inevitable, honestly, because business decisions mix with personal relationships. For example, a younger family member might have a better idea, but challenging an older relative can feel disrespectful. Money makes things even more complicated — arguments about salaries or profits often carry emotional weight. And sometimes roles aren’t clear, so people disagree over authority. Basically, it’s hard to separate professional decisions from family dynamics.

How can family businesses keep professional standards while still maintaining close personal relationships?

I think the key is to have clear rules and structure. Job roles, performance measures, and decision-making processes should be written down so everyone knows what’s expected. It also helps to have regular meetings and maybe one trusted non-family manager to give an objective view. Family members should set boundaries too — like not talking about work during family meals or holidays. When everyone treats work professionally, it actually protects the personal side of the relationship. That’s what keeps the business sustainable over generations.

Should parents encourage their children to take over the family business or let them choose their own career?

Personally, I think parents should let their kids choose. Forcing someone into the business rarely works — they might not have the passion for it, and that hurts both them and the company. It’s much better to guide them, maybe train them, but let them make the final decision. A lot of successful successors first work somewhere else, gain some perspective, and then decide to come back. That way, it’s a genuine choice, not an obligation.

Is it harder for family businesses to innovate and change compared to normal companies? Why?

Yeah, I think it often is. Founders can get really attached to the way things have always been done, so they’re sometimes hesitant to take risks. Their whole identity and wealth are tied up in the business, which makes change feel risky. Bigger companies, on the other hand, can afford to experiment more because the risk is shared among shareholders. That said, family businesses can innovate if they bring in fresh talent or adopt more structured decision-making — it’s just usually more challenging.

All right, let’s unpack what we just heard from Joseph. His answers were thoughtful, well-organized, and full of natural phrasing — the kind of performance that feels calm and authentic. Let’s go through each question and highlight not just his ideas, but also the language that made his answers shine.

Let’s begin with the opening question — What do you think of family businesses?
Joseph started with a confident opinion, calling them fascinating and underappreciated. Those adjectives sound sophisticated but still natural — much better than saying “good” or “important.” He built his answer with strong contrast, balancing positive values like community and long-term vision with challenges such as emotional conflicts and resistance to change.
What really stands out here is his phrase balance professionalism with family loyalty. That’s a great example of a collocation — words that naturally go together in English. You could easily reuse it by saying balance tradition with innovation or balance ambition with stability in other topics.

The next question explores why some people prefer to work for a family business instead of a big company.
Joseph focused on autonomy and impact — two nouns that immediately make his answer sound mature. He contrasted this with the image of being a small cog in a huge machine. That idiom adds a vivid visual quality and shows he can use figurative language naturally.
Phrases like stronger sense of loyalty and more personal and supportive atmosphere also help because they combine abstract nouns with emotional tone — something IELTS examiners love. To borrow this, try saying a stronger sense of belonging or a more open atmosphere in your own responses.

Then the conversation shifts to the advantages and disadvantages of working with relatives.
Joseph structured this response very clearly, providing two distinct advantages (trust and easier communication) and three disadvantages (blurred boundaries, personal criticism, and issues for non-family staff). This organization, even with multiple points, adds coherence and makes the answer comprehensive.

He used highly useful and idiomatic expressions like “office politics” and “spill over into family life.” Both are very natural and easy to recycle in other conversations.

What’s particularly effective is his use of “blurred boundaries”—it’s a natural metaphor that perfectly captures the idea of work and family mixing. You could easily adapt this phrase to other contexts too, for example: blurred boundaries between work and rest or blurred lines between reality and imagination.

A slightly broader question follows — In your country, do most family businesses stay small, or can they grow large?
Joseph observed that most stay small to preserve a personal touch, but some grow when the next generation brings in professional managers. Those phrases — personal touch, bring in professional managers — are short, fluent chunks that sound native-like.

He also referred to successful scale-ups, that’s a precise business term for companies that have expanded significantly. It’s worth knowing that you can also use it as a verb: for example, some small startups struggle to scale up effectively. Having both forms in your vocabulary helps you sound flexible and natural when discussing growth or development.

Then the focus turns to why conflicts sometimes happen among family members in business.
Joseph explained this very naturally. He said that emotional ties can make decision-making harder, especially when younger relatives hesitate to challenge older ones. He used expressions like carry emotional weight and family dynamics — these show nuance and precision.
Notice how those phrases are formal but not stiff. They work perfectly in IELTS Part 3, where your tone should be clear and thoughtful. You can apply them elsewhere too — for instance, cultural differences can carry emotional weight, or group dynamics often affect performance.

After that, we come to how family businesses can keep professional standards while maintaining close relationships.

Joseph introduced strong, practical language here, citing the need for clear rules, specifying that job roles should be written down, and suggesting getting an objective view from a non-family manager. These are concise, professional-sounding expressions that make his advice believable.

He also used set boundaries — an excellent phrasal verb that appears naturally in workplace or personal contexts. You could reuse it easily: It’s important to set boundaries between work and study or between stress and rest. Phrasal verbs like this add fluency without sounding memorized.

The next question digs into whether parents should encourage their children to take over the family business or let them choose their own path.

Joseph took a clear position and supported it with reason. His vocabulary here — forcing someone rarely works, offer guidance and training, make an informed decision — sounds realistic and balanced.

These are excellent functional phrases you can adapt to many topics. For instance, forcing children to study something rarely works, or parents should let teenagers make their own decisions about future plans. That’s how you build flexibility into your language — by using simple but powerful structures that fit different situations.

Finally, the discussion moves to whether family businesses find it harder to innovate.
Joseph answered yes and explained that emotional attachment makes founders more cautious. His vocabulary was particularly sharp here: emotionally attached, take risks, structured decision-making. These sound both fluent and precise.
I also like how he added a positive twist — bring in fresh talent and adopt structured decision-making. Those are dynamic, action-focused expressions that keep his tone balanced. When you use vocabulary that suggests change or growth — like adapt, transform, move forward — your answers sound more proactive and confident.

Overall, Joseph’s vocabulary stood out for being natural, flexible, and purposeful. He didn’t overuse memorized phrases — he picked expressions that fit the idea. That’s the secret to sounding fluent: use vocabulary to express thought, not to decorate speech.

That wraps up today’s deep dive into family businesses. I hope this breakdown helped you not only hear what a strong answer sounds like, but also learn how to build one.

If you haven’t already, follow the show and leave us a five-star rating — it really helps others find the podcast.
Thanks for listening, and I’ll see you next time.