La armonía real en una empresa familiar no se construye evitando los problemas, sino enfrentándolos con humildad, claridad y compromiso.
In family businesses – as in life itself – conflicts are not optional, they are inevitable. What is in our hands is how we face them. Many times, in the desire to maintain harmony, silence, evasion or denial is chosen. But the ignored conflict does not disappear: it accumulates.
And when it appears finally, it’s not just a nuisance, it’s a time bomb.
The uncomfortable conflict, but also promotes
Nobody likes to discuss or live tensions. But the truth is that nobody changes if it is comfortable. The discomfort caused by conflicts is usually the first step towards a necessary change.
Family businesses that have grown, evolved and transcended generations almost always have in their history a well -exploited crisis. Crisis that forced them to review processes, redefine structures, clarify roles … already decide with courage.
What is not spoken, stagnates
In many business families it is believed that talking about conflicts is risking peace. But it is vice versa: avoiding conflict generates tensions that sooner or later explode. The things that are silent are deform, and what is not managed in time ends up affecting relationships … and the business.
Gustavo Zerbino, survivor of the tragedy of the Andes, says it clearly:
“If each crisis sank a family, there would be neither families nor family businesses.”
The crisis, he points out, is part of the road. The important thing is to accept that we live in a world where change is constant. Preparing for this is part of organizational maturity.
The crises are not avoided, they are administered
Many companies begin to transform just when they don’t see exit. When touched, when there is no comfort zone. From that place is born innovation, creativity and courage.
On the other hand, those that cling to “we have always done so” are usually trapped in obsolete structures and tense relationships.
The poorly managed conflict brakes. The conflict assumed and worked, drives.
“In the family business, which faces humility becomes growth. What is covered, sooner or later, becomes crisis.”
And the role of the leader? Set an example
In every family business there are formal leaders and natural leaders. And the conflict is not resolved with speeches, but with consistent actions:
If trust is missing, you have to provide it.
If enthusiasm is missing, you have to spread it.
If clarity is missing, you have to communicate it.
A good leader is the one who misss, not who expects everything to be solved alone.
Discomfort as the engine of change
The objective is not to eliminate conflicts, but to anticipate them. Being uncomfortable not for what has already exploded, but for what it can explode if it is not attended.
That intelligent discomfort allows you to act before it is late.
Reflection phrase
In the family business, there is no party or peace when the issues are difficult to “take the party in peace.” What is not said is enquista, and what is postponed ends up exploding.
Avoid conflict is not management, it is denial.
Manage it with empathy, honesty and vision of the future is leadership.
In the family business, true growth begins when we stop avoiding the problem … and we start to face it.
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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