{"id":8944,"date":"2020-02-26T15:10:06","date_gmt":"2020-02-26T14:10:06","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=8944"},"modified":"2021-09-28T17:55:16","modified_gmt":"2021-09-28T15:55:16","slug":"role-separation-as-the-key-to-success-in-family-business-management","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/es\/role-separation-as-the-key-to-success-in-family-business-management\/","title":{"rendered":"Role Separation as the Key to Success in Family Business Management"},"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-b1c05a6520e257312cf3c32ef862b81b\">\n.avia-image-container.av-k61yn6kg-b1c05a6520e257312cf3c32ef862b81b img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-b1c05a6520e257312cf3c32ef862b81b .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-b1c05a6520e257312cf3c32ef862b81b 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-5502 avia-img-lazy-loading-not-5502 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/003-1-cbu.jpg\" alt='' title=''  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/003-1-cbu.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/003-1-cbu-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/003-1-cbu-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/03\/003-1-cbu-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-78855e7f2b86a5af99499f19a35652db\">\n#top .av-special-heading.av-av_heading-78855e7f2b86a5af99499f19a35652db{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-78855e7f2b86a5af99499f19a35652db .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-78855e7f2b86a5af99499f19a35652db .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-78855e7f2b86a5af99499f19a35652db 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\"  >Role Separation as the Key to Success in Family Business Management<\/h1><div class='av-subheading av-subheading_below'><p>Recommendations for family businesses in the second and third generation<\/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-2bf1ad21dc6320e6fd5760926e1eb1fb\">\n#top .av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb 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 Dr. Christian B\u00fchring-Uhle<\/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-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>In order to be able to look back on a successful entrepreneurial life, one should not only have built a strong and valuable company but should also have created the basis for sustainable further development by means of a viable succession plan \u2013 great work outlives its creator. More than three quarters of companies in Europe are family owned. But only about a quarter of them manage to pass the business onto the third generation. This can be due to a lack of children or grandchildren, or nieces and nephews, who have the appropriate age, and who are \u201cready, willing and able\u201d, in terms of education, experience and personality, to run the business. Sometimes, attitude is the problem: do the potential successors see themselves as destined to \u201cserve\u201d the company, its owners, its employees and the community in which it is located? Or do they feel entitled to rule due to a birth right?<\/p>\n<p>In the founding stages of a company, the owner and manager are typically the same person. When the business is passed onto the next generation, this usually changes. In the second generation, you often find shareholders who do not work in the company, and equally family members who work in the company but who are not (yet) shareholders. But even if all owners are active in management, and all managers hold shares in the company, they do not simply work on their own account \u2013 they primarily work for others, they \u201cserve\u201d and are accountable to the other shareholders. A lot of tensions can arise from this situation, which can ultimately destroy a company if they are not adequately managed. Approximately 70% of successful entrepreneurial families lose control of the business, and suffer serious emotional damage, between the first and third generation. In 60% of the cases, these problems can be traced back to interpersonal conflicts (dysfunction in trust and communication).<\/p>\n<p>The most important \u201cneuralgic points\u201d are:<\/p>\n<ul>\n<li>How to create appropriate, effective monitoring mechanisms for managers who are also (co-) owners?<\/li>\n<li>How to ensure that on fundamental issues, management obtains the timely, well-founded decisions that you would expect from a competent owner?<\/li>\n<li>How to ensure that family members working in the company are employed, developed, managed and remunerated according to their abilities?<\/li>\n<li>How to protect the interests of the shareholders who are not working in the company?<\/li>\n<li>How to avoid the phenomenon, observable in many hierarchies, that in the course of time managers are promoted to positions they cannot handle \u2013 also known as \u201cPeter Principle\u201d? (Family businesses are liable to seeing employees that \u201cbelong to the family\u201d or have been \u201cloyal\u201d to the family for many years, often benefit from special benefits and protection.)<\/li>\n<li>How can first-class talents be won, selected, integrated and retained in the company, regardless of whether they are external executives or family members?<\/li>\n<\/ul>\n<p>The key to solving all these issues is to neatly separate the roles of owner and management. The goal must be to have both roles exercised in a professional and effective manner so as to secure and grow the business, and to maintain harmony in the family owning the business. This, however, typically requires a paradigm shift. Especially the second generation \u2013 born into a family of entrepreneurs, in which typically the owner, or often the owning couple, has run the business the way he or she liked \u2013 has to understand that \u201cthe game\u201d is different in subsequent generations. Those who are active in the company\u2019s management have to realize that they primarily serve the company and its owners in their entirety. In other words, they must act transparently, have to answer to critical questions and be accountable. This does not work with a mind-set rooted in a feeling of entitlement. And for the shareholders, whether or not they are involved in the management of the company, this means that they have to develop the courage and the competence to monitor the brother, uncle, cousin, nephew (or sister, aunt, etc.) and demand transparency and accountability. This is not only about exercising one\u2019s rights as a co-owner, but also about the obligation towards the family fortune \u2013 and towards the family members who take on an often difficult and burdensome task and responsibility, and who have the right (and typically also the need) to receive feedback and to develop themselves further.<\/p>\n<p>This task of the professional owner is not an easy one, but it is inescapable. And from a certain company size on, this task cannot be adequately accomplished without the help of competent third parties, typically in the form of a supervisory or advisory body. In the case of a public corporation, this role is typically performed by the Board, although it is sometimes complemented by a Shareholder Council or Family Council. However, in many family enterprises, this role falls to the Advisory Board.<\/p>\n<p>Such a body can be the key to exercising the owner\u2019s role in a competent manner, and thus to the neat separation of the roles of owner and manager \u2013 if its members are well chosen, and have the right mandate and the right attitude. The mandate can either consist of the delegation of certain shareholder rights \u2013 the competence to make fundamental decisions \u2013 or at least the obligation that the (advisory) board has to be consulted on important issues. The composition of this body is essential: the owning family with their values and strategic objectives should be adequately represented, but there should also be external directors with entrepreneurial expertise, relevant industry knowledge and experience in the management of companies, as well as a sufficient distance from the persons directly involved. The attitude is of great importance as well: apart from strict objectivity and impartiality, coupled with complete intellectual and material independence, advisors must also have the courage to ask uncomfortable questions and to express unpleasant truths in order to be effective sparring partners. They also have to be perseverant enough not to be satisfied with evasive answers or mediocrity. The Chairman of the Board naturally has a crucial role, giving guidance, \u201cleading the leaders\u201d in the interests of the owners, and acting as a bridge between owners and management, sometimes also among shareholders and among members of management.<\/p>\n<p>It is not easy to bring about the paradigm shift mentioned above and to build a solid structure for the competent exercise of the owner\u2019s role. Often this is not possible without competent and trustworthy external support. But the effort is worthwhile, since it is the key to preserving an entrepreneur\u2019s legacy.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  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-da2fef32b6925ac6e1df2d61bc60ec1c\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c{\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-da2fef32b6925ac6e1df2d61bc60ec1c 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-av_buttonrow_item-6fb08bdbf58fa16754ef80b6644f75f1\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-6fb08bdbf58fa16754ef80b6644f75f1{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2015_02_Role-Separation_EN.pdf' class='avia-button av-av_buttonrow_item-6fb08bdbf58fa16754ef80b6644f75f1 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-8  el_after_av_three_fifth  el_before_av_textblock  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n<section  class='av_textblock_section av-2i02f6-2158e40008e79c98b0dd64e4081f07a2'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>?<\/p>\n<\/div><\/section>\n<section  class='av_textblock_section av-av_textblock-445188a952fb265869ea404d0e52fad7'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>?<\/p>\n<\/div><\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":5502,"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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