“El verdadero éxito de una empresa familiar no solo se mide por los logros, sino por la capacidad de enfrentar los desafíos internos y externos con coherencia, resiliencia y visión a largo plazo.”
In the field of family businesses, growth challenges not only come from external competition, but also from internal dynamics. Although these companies have the advantage of having a solid base of trust and long -term commitment, tensions can arise when success, perception and competition are intertwined between family members and external competition.
The phenomenon of uncomfortable success is common in many family businesses. This occurs when the growth and recognition of a member generate friction within the family circle itself. The competition is not limited exclusively to the market or external perception, but can also emerge within the family, where each member seeks to find their own space and recognition. This internal competition can generate conflicts of power and status, and when they are not handled properly, it can fracture cohesion and harmony that characterizes these organizations.
Internal competition: between family members
Internal competition in family businesses can be especially complex. Although the family shares a common purpose and emotional ties, the struggle for power, recognition and decision making can generate difficult tensions to handle. Family members can perceive that the progress of one endangers their own place in the company, and this can trigger conflicts that affect not only labor relations, but also personal relationships.
When a family member advances in his career or reaches new goals, others may feel that his status within the company is threatened, which can generate jealousy, distrust or even subtle sabotages. This type of dynamics can be even more complicated when it comes to business succession or the distribution of responsibilities and benefits within the family business, where the personal aspirations of each member cross.
External competition: facing the market
In addition to internal conflicts, family businesses must deal with market competition. Here, perception plays an important role. If a family member achieves great milestones, this can generate both admiration and jealousy in external competition. These feelings can trigger aggressive marketing strategies, commercial tactics and even maneuvers to weaken the family business. The ability to manage this external competition is crucial for the company to remain solid and continue to grow, without losing its identity or its original purpose.
How to handle competition and envy in three circles: family, company and external competition
Emotional Intelligence: Do not fall into provocations
Emotional intelligence is essential in family businesses. Members must learn to separate the personal from the professional, avoiding falling into games of power or in emotional conflicts. Staying focused on the common objectives of the company, without being influenced by individual interests, is key to continue advancing.
Transparency and coherence: the key to criticism
The best response to criticism or tensions, both within the family and with external competition, is to maintain a clear and coherent trajectory. Act transparency, making decisions aligned with family values and demonstrating a firm commitment to the company’s vision will strengthen the trust and integrity of the organization.
Strengthen the personal brand within the family
Although individual success within the family business is inevitable, it is crucial that each family member builds a solid personal brand that is based on its ethics, skills and achievements. In doing so, you can mitigate the influence of internal conflicts, since each member is positioned as an independent professional with their own value, beyond family dynamics.
“Success is not only what you achieve, but how you stand firm in front of those who try to stop.”
Strategic alliances: Search for support outside the family
Strategic alliances are fundamental, both inside and outside the family. Instead of focusing on competing among family members, it is more productive to seek support in external allies, such as collaborators and associated companies. These alliances provide new perspectives and opportunities that reinforce collective growth and minimize internal tensions.
CONSTANCE AND GROWTH: THE MOTOR OF PROGRESS
Given internal or external obstacles, constancy becomes the main tool to move forward. Resilience and the ability to learn from failures or adversities are essential for family business not only surviving, but still growing. Continuing progress, maintaining long -term vision and continuing to improve are the keys to achieve sustainable success.
The true success of a family business is not measured only by the achievements achieved, but by the ability of each member to stand firm in the face of the challenges. Facing envy, internal competition and external difficulties is a continuous process of consolidation. The way in which these challenges are managed is what really defines whether a family business thrives or stagnates.
In summary, the success of a family business does not depend solely on competition or the achievements obtained, but on how members manage internal and external tensions. The ability to face these obstacles without losing sight of family values and collective purpose is the true seal of an organization that endures and grows. The way to success is marked by the ability to overcome adversities and maintain integrity, both inside and outside the family.
“The success of a family business is not measured only by what you achieve, but by how you face adversities without losing the unity, vision and purpose they gave you govern.”
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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