{"id":8920,"date":"2020-02-26T15:02:16","date_gmt":"2020-02-26T14:02:16","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=8920"},"modified":"2021-09-28T17:55:16","modified_gmt":"2021-09-28T15:55:16","slug":"the-success-factor-external-manager","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/es\/the-success-factor-external-manager\/","title":{"rendered":"The success factor \u201cexternal manager\u201d"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yn6kg-d24edd1ed283e9f686835248b188774d\">\n.avia-image-container.av-k61yn6kg-d24edd1ed283e9f686835248b188774d img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-d24edd1ed283e9f686835248b188774d .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-d24edd1ed283e9f686835248b188774d av-styling-circle avia-align-center  avia-builder-el-1  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-5568 avia-img-lazy-loading-not-5568 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/Artikel-1-Fremdmanager_150px.jpg\" alt='' title=''  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/Artikel-1-Fremdmanager_150px.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/Artikel-1-Fremdmanager_150px-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/Artikel-1-Fremdmanager_150px-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/Artikel-1-Fremdmanager_150px-120x120.jpg 120w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-6dc1e82ab31fac69c2d4f63e7e1538fd\">\n#top .av-special-heading.av-av_heading-6dc1e82ab31fac69c2d4f63e7e1538fd{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-6dc1e82ab31fac69c2d4f63e7e1538fd .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-6dc1e82ab31fac69c2d4f63e7e1538fd .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-6dc1e82ab31fac69c2d4f63e7e1538fd av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >The success factor <span class='special_amp'>\u201c<\/span>external manager<span class='special_amp'>\u201d<\/span><\/h1><div class='av-subheading av-subheading_below'><p>External filling of management positions in family-owned companies<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-ff53cd190e2cac8420d6685b520b8e80\">\n#top .av-special-heading.av-av_heading-ff53cd190e2cac8420d6685b520b8e80{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-ff53cd190e2cac8420d6685b520b8e80 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-ff53cd190e2cac8420d6685b520b8e80 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-ff53cd190e2cac8420d6685b520b8e80 av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Andreas von Specht<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-849a810f969c1d7d83e38f6f9026724c'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p><strong>1. Recruitment challenges<\/strong><\/p>\n<div class=\"ttatext\">\n<p>Less than half of family businesses are likely to hand over the reins to a next generation of managers from within the family itself. Many owner families are simply running out of young talent. But even if there are children or grandchildren, this does not mean that they have the aptitude or experience to take over the business.<\/p>\n<p>While the sale of the entire company may be considered by some family businesses without an internal successor, this option is still not desirable for many families. So, if a succession within the family is not possible, or a gap until the next generation is ready has to be bridged, the \u2018external management\u2019 option inevitably comes into play.<\/p>\n<p>More and more family companies are deciding to hire managers from outside the family to take on the operational management of their companies. Yet for many there is still uncertainty as to how such a process should be professionally organised and in a way which does not simply rely on \u201cgut feeling\u201d. Mis-hirings of important management functions with external managers are frequent and can be very expensive. They can also lead to a damaged image in the eyes of customers, suppliers and employees. Experience with, or a cultural fit to, SME businesses, and especially family businesses, is crucial. In our consulting practice, we have heard of numerous external managers who did not really understand the values and objectives of the owning family \u2013 and were therefore unable to align themselves and perform accordingly.<\/p>\n<p>In order to carefully prepare for the recruitment of an external manager, the shareholder group must first gain clarity about the tasks, distribution of competencies and responsibilities of the top management function. It will be difficult to win over a first-class professional manager for the company if the family is not prepared to cede to the manager significant room for manoeuvre and decision-making authority. The definition of a role profile naturally also includes the question of which \u201ccritical competencies\u201d an external manager must bring with him\/her. Here it is not only a question of years of experience, but also of the development of certain fields of competence, for example: the ability to develop and implement strategies, to introduce change into the company, or to engender a strong \u201ccustomer orientation\u201d within the sales team. In order to be able to agree on this competence picture, the family should be guided by what specific results will be expected of the external manager in the coming years, and by how the success of his\/her activity will be measured.<\/p>\n<\/div>\n<\/div><\/section><br \/>\n<div  class='hr av-kfntxzm2-68750990584d3e6ceaab3f8d8d98a765 hr-short  avia-builder-el-7  el_after_av_textblock  el_before_av_textblock  hr-center'><span class='hr-inner '><span class=\"hr-inner-style\"><\/span><\/span><\/div><br \/>\n<section  class='av_textblock_section av-kfntw4xh-8603c060962ef26eadde0462318050d1'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p><strong>2. Success factors for external managers in family businesses<\/strong><\/p>\n<p>The successful \u201cfit\u201d of many external managers in family businesses is often decided after only a couple of brief meetings. There are a large number of family businesses that have been dissatisfied with the first appointments of external managers to their top team. In many cases, it turned out that the family had not devoted sufficient care and time to interactions with the new hire, either before or immediately after the appointment. Family businesses often have unique sensitivities or ways of doing things, which the newcomer inadvertently overlooks or transgresses \u2013 and which would not immediately lead to a conflict in large companies but send out an alert signal in the Mittelstand environment. For example, the choice of the \u201cwrong\u201d company car brand, office equipment that was perceived as \u201ctoo expensive\u201d or an \u201cexaggerated self-portrayal\u201d in public. Many family businesses also expect the outside manager to move to a (small city) location with their family at short notice; here too, misunderstandings and timing can cause problems. So, in addition to a good integration &amp; onboarding process, close personal contact and continuous, open communication is of great importance. According to studies, personal conflicts between family members and the external manager are much more likely to contribute to the failure of the manager than a shortfall in his\/her professional qualifications \u2013 and these conflicts usually arise at the beginning of their tenure.<\/p>\n<p>A further, essential success factor hides behind the question of successful \u2018governance\u2019. A careful definition and organisation of the owner function, for example supported by a competent advisory board, provides a necessary framework within which the external executive can manage \u2013 and be managed. Particularly during the transition from an owner-managed to an externally managed company, friction often occurs if the owner side of the equation is not appropriately and professionally set up. Non-family advisory board members, in particular the chairman of the advisory board, often play a key role, as they can act as \u2018bridge builders\u2019 ensuring mutual understanding between family and management.<\/p>\n<p>The role of external managers in family businesses depends not least on their personal ties to the entrepreneurial family and their behaviour towards them. There seem to be some unwritten rules that clearly influence the success of outside managers in family businesses. For example, the advice to keep a certain social distance to the owner family and not to strive for the membership in the same clubs or associations. Or the requirement to treat shareholders of different tribes as equally as possible in order not to get caught between two sides.<\/p>\n<\/div><\/section><br \/>\n<div  class='hr av-kfntxsm6-6b43652dc67e44d88f4cbb114f358130 hr-short  avia-builder-el-9  el_after_av_textblock  el_before_av_textblock  hr-center'><span class='hr-inner '><span class=\"hr-inner-style\"><\/span><\/span><\/div><br \/>\n<section  class='av_textblock_section av-kfntwmiv-508d03cc26de07444c7bc4830b489dc2'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p><strong>3. The long-term commitment of external managers to family businesses<\/strong><\/p>\n<p>In solving the problem of non-family succession, there is also the challenge of motivating outstanding external managers to stay in the company for an extended period and to act in a long-term manner. Too often, bonuses are seen to be handed out according to ill-defined terms and \u201cin the manner of a landowner\u201d, although there has been a professionalisation of the incentive systems in family businesses in recent years with quantitative values more often used as the basis for assessment.<\/p>\n<p>In our consulting practice, we have seen cases where equity investments were considered as an element of the remuneration package \u2013 and then actually implemented. There are some major obstacles to overcome, especially the psychological barrier of many families to ever include an outsider in the circle of shareholders and to grant him\/her corresponding rights. The structuring of a participation is difficult: the balancing of the participation relationships must be taken into account, the actual share valuation must be comprehensible and fair, and ultimately the details of the transfer of capital shares (e.g. inheritability of the shares or retransfer of the shares upon withdrawal) must be regulated. We recently advised a family business in which all these challenges proved to be surmountable after the family had made the \u2013 initially difficult \u2013 basic decision to transfer capital shares to an external manager. This fundamental choice was based on the fact that doing so would enable the attraction of a much higher calibre of CEO candidates. Executives who would certainly have wavered beforehand given the company\u2019s size and existing compensation systems, could now be interested in a long-term perspective of genuine entrepreneurial participation.<\/p>\n<p>There are undeniable difficulties in implementing an external manager\u2019s equity stake, and the administrative and cost implications of implementation are not insignificant. However, this should not lead to a premature rejection of this option, as there are also enormous opportunities to win over real entrepreneurs for the greater long-term development of the company.<\/p>\n<p>If family businesses can succeed in attracting and integrating well qualified and highly entrepreneurial professionals into their companies, these incomers can be the decisive factor in sustaining and improving business success.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-6911c3e7ff82347472012ab711439ef9 avia-buttonrow-right  avia-builder-el-11  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-4909d2dbfdcf588ddde394329922e3de\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-4909d2dbfdcf588ddde394329922e3de{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/es\/trustedadvisor'  class='avia-button av-av_buttonrow_item-4909d2dbfdcf588ddde394329922e3de avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-33pboo-5d2b96c11bf4cfd607207c661b23e2a9\">\n#top #wrap_all .avia-button.av-33pboo-5d2b96c11bf4cfd607207c661b23e2a9{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2015_01_External-manager_EN.pdf' class='avia-button av-33pboo-5d2b96c11bf4cfd607207c661b23e2a9 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-12  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":5568,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[54],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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