Un liderazgo claro y firme en la empresa familiar no solo define el éxito del negocio, sino también la armonía dentro de la familia."
Family businesses face unique challenges. Unlike non -family companies, where dynamics and roles are more defined, in family businesses emotions, relationships and internal tensions can complicate decision -making and daily management. However, the key to overcoming these challenges lies in the figure of a charismatic leader who knows how to establish clear limits and solid principles to separate the personal from the professional.
1. Separe the company’s family: the first step towards success
One of the most common mistakes in family businesses is not to establish a clear distinction between what the family is and what the company is. It is easy to let personal conflicts influence business decisions, which can generate tensions that affect business performance and vice versa.
“When we don’t know where the family ends and the company begins, family problems move to business, affecting their productivity and stability.”
The leader must be the first to make a difference, guiding family members to understand that, although both worlds are related, it is crucial to keep them separate to preserve harmony and success. This will avoid unnecessary conflicts and allow the company to function more professional and efficiently.
2. The property does not equals leadership
It is common to think that being the owner of the company automatically grants the ability to lead it. However, owner does not mean that one has the necessary skills to make strategic decisions or manage the business effectively.
“Property can give you the company, but only capacity and talent can give you leadership.”
A leader must recognize that leadership is built with skills, experience and vision. Family members who assume leadership roles must demonstrate their ability and competence to direct, beyond their kinship.
3. Work is not a blood right
Many relatives feel that, because they are part of the family, they have an automatic right to work in the company. This thought can generate conflicts if expectations and roles within the organization are not managed well.
Reflection:
“Working in the company is not a right acquired for being part of the family, you win with effort, training and results.”
The leader must make it clear that the work in the company must be gained through preparation and dedication, not only for the family bond. Establishing training and performance criteria ensures that family members who work in the company are committed and contribute to the success of the organization.
4. The work is won by competencies and training and is maintained for results
In a well -managed family business, all members must meet high professional standards. Continuous training is essential to ensure that roles are effectively performed. In addition, success and permanence in the company must depend on the results that are achieved, not on the relationship of kinship.
“The results have no surname. In the family business, what counts is what you contribute, not who you are in the family.”
An effective leader must ensure that the performance of family members is evaluated based on the results they generate. This not only improves competitiveness, but also encourages a fairer and more professional work environment.
“Leadership is not inherited, win, and in the family business, it is demonstrated with results and commitment.”
5. The influence of the leader on continuity
The founder of a family business has a crucial influence on the future of the company. Its role is not limited to business management, but is also essential to establish the culture and principles that the company will guide in the future.
“The leader who does not establish clear limits runs the risk of seeing how his own principles vanishes, dragging both the company and the family.”
The founder must be firm in the creation of a clear framework that is maintained, even when the company grows or changes the circumstances. Making difficult, but necessary decisions, from the beginning, is essential to ensure the continuity and success of the long -term family business.
6. Avoid the ‘death’ of the family business: act in time
Many of family businesses can be avoided if difficult decisions are made on time. The lack of communication, the confusion of roles and the lack of training are common problems that, if they are not addressed, can grow and put the viability of the business and family relationships at risk.
“Family businesses that do not solve their conflicts on time, allow problems to grow and, ultimately, destroy both the business and family ties.”
Leaders must be proactive and anticipate problems. Resolving conflicts quickly and firmly allows the company to continue thriving while family relationships remain intact.
The success of a family business does not depend solely on emotional ties among its members, but on clear, firm and professional leadership. The founder must be the first to establish solid principles that separate family life from business management, ensuring that family members working in the company are trained and committed to the results. The key is to act on time, with a clear approach and a proactive mentality. Only then can the family business prosper and endure throughout generations.
About the author:
Twitter: @mariorizofiscal
The opinions expressed are only the responsibility of their authors and are completely independent of the position and the editorial line of Forbes Mexico.
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