{"id":9058,"date":"2020-02-26T15:41:40","date_gmt":"2020-02-26T14:41:40","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=9058"},"modified":"2021-09-28T17:52:59","modified_gmt":"2021-09-28T15:52:59","slug":"the-critical-role-played-by-ownership-strategy","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/fr\/the-critical-role-played-by-ownership-strategy\/","title":{"rendered":"The critical role played by ownership strategy"},"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-967e0ff29fab4288bc5ca12d27958fd2\">\n.avia-image-container.av-k61yn6kg-967e0ff29fab4288bc5ca12d27958fd2 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-967e0ff29fab4288bc5ca12d27958fd2 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-967e0ff29fab4288bc5ca12d27958fd2 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-6723 avia-img-lazy-loading-not-6723 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-1-AvS-trusted-advisor-150x150.jpg\" alt='' title=''  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-1-AvS-trusted-advisor-150x150.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-1-AvS-trusted-advisor-150x150-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-1-AvS-trusted-advisor-150x150-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-1-AvS-trusted-advisor-150x150-120x120.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-5c7e3a0200b8f3d7e984e19fc5492a02\">\n#top .av-special-heading.av-av_heading-5c7e3a0200b8f3d7e984e19fc5492a02{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-5c7e3a0200b8f3d7e984e19fc5492a02 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-5c7e3a0200b8f3d7e984e19fc5492a02 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-5c7e3a0200b8f3d7e984e19fc5492a02 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 critical role played by ownership strategy<\/h1><div class='av-subheading av-subheading_below'><p>Benefits of active and responsible ownership<\/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-c3a801278d759fa0ecf57ba05d92ef20\">\n#top .av-special-heading.av-av_heading-c3a801278d759fa0ecf57ba05d92ef20{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-c3a801278d759fa0ecf57ba05d92ef20 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-c3a801278d759fa0ecf57ba05d92ef20 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-c3a801278d759fa0ecf57ba05d92ef20 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 and Nick Harris<\/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>The entrepreneur owner of a medium-sized business sat opposite us and was somewhat perplexed. He had recently spent almost three hours, again, with a candidate for the management of his business. It had been a very nice, pleasant conversation \u2013 and the candidate had left a solid and dynamic impression throughout. The entrepreneur finally ended the interview and thought to himself: \u201cBasically, I\u2019m just as smart now as I was before. Is this really the man I want to entrust with the second most important function in my company? How exactly am I supposed to determine whether he really can do that or whether he is just a well-trained candidate?\u201d The candidate was nice and sociable \u2013 but of course he knows for himself that this alone is not enough. But what are the objective criteria by which he should judge an outstanding executive? What central questions would he still have to ask in the next interview in order to arrive at a more in-depth assessment? And how can he actually tell whether the candidate also has the potential one day to become his own successor as head of the entire company?<\/p>\n<p>We encounter these questions more frequently. In honest moments they are also asked openly \u2013 and sometimes you notice rather intuitively that even experienced company managers are pondering this question. This is especially true of entrepreneurs who frequently make internal personnel decisions, but relatively seldom recruit executives from the market.<\/p>\n<p>Many decision-makers go into such conversations having acquired many years of experience, a good portion of common sense and a pronounced gut feeling. This is good and right, after all, one has to find out whether, for example, a successor candidate fits into the special cultural network of one\u2019s own company. However, purely intuitive evaluations are frequently strongly distorted, and the evaluator risks falling into one of several traps. A few perceptual distortions as examples: the so-called \u2018halo effect\u2019: how the evaluation of a candidate is generalized on basis of a very positive impression in a specific situation afterwards. This effect also works exactly the opposite way when a critical first impression pulls the whole assessment down at a later time (the \u2018horn effect\u2019). Or there is the \u2018hierarchy effect\u2019: in the evaluator\u2019s mind, in which candidates with higher hierarchical standing are automatically judged better \u2013 according to the concept of \u201cOnce a Board member, always a Board member\u201d. Many evaluators can be overly influenced by the very first impression, which then colours the entire evaluation. The list of possible distortions of perception is longer still. Imagine an aspirant for a partner position in a conservative private bank, who enters the room with white tennis socks under too short suit trousers. Will an assessor be able to get over this initial visual perception later in the conversation?<\/p>\n<p>Judgments are therefore extremely prone to errors. Insofar also a first recommendation reads to take itself with very important evaluations from other humans sufficiently time. It happens frequently that decision-makers decide already after ten minutes that a high-level candidate unfortunately does not fit. Even more astonishing, however, is the alleged ability to decide after a half-hour discussion: Yes, that\u2019s a fit! We, as consultants specialised in the assessment and evaluation of executives and entrepreneurial successors, cannot do that at any rate.<\/p>\n<p>We recommend that our clients set the bar as high as possible for the desired \u201cfit\u201d. This does not imply searching for the famous needle in a haystack or a \u201cunicorn\u201d. But a decision-maker should be clear in his mind beforehand, both when evaluating the performance of his own management personnel and when recruiting externally, which criteria he would later like to apply. When we once asked a raw materials trader in Hamburg what the most important criteria for him for the external search for his successor was, he told us: \u201cOf course, he has to be able to show a little bit of something \u2013 but above all he should not steal, if possible\u201d. Above all, assessors need methods that reduce the susceptibility to errors previously shown. Competence-based interviews are one such method, and we are convinced that they are the best method to have been developed over the last 20 years.<\/p>\n<p>Competences are reliably measurable for the trained assessor and represent a good indicator of present and future work performance. Some companies have developed very complex competency models with 30 or 50 individual competencies. However, it is already possible to very precisely assess senior managers with roughly 8-10 core competencies. These core competencies can be divided into entrepreneurial and social competencies.<\/p>\n<p>There is hardly any selection process for an entrepreneur succession in which the demand on candidates, above all to be very \u201centrepreneurial\u201d, is not explicitly formulated. But what exactly does that mean? When is someone entrepreneurial? And when are they more likely not? The most important entrepreneurial skills are certainly consistent result orientation, strategic thinking and change management, including the ability to take reasonable risks. Of course, professional competence and market knowledge are also required, but an entrepreneur certainly cannot do without high levels of the first three core competences. This describes the \u201chard side\u201d of the coin; additional social skills must be examined, i.e. the \u201csoft side\u201d. Important social skills are in particular leadership skills, employee development and team orientation, but also, for example, the important quality of customer orientation. And imagine a manager who operates globally in many markets, but who unfortunately is not \u201ccross-cultural\u201d \u2013 and in Asia, for example, \u201clike a German tank\u201d, he flattens everything. Strategic foresight or the ability to change is quickly neutralized.<\/p>\n<p>In the final selection, but above all in the weighting of individual competencies, it also depends on the specific company situation and position. In the assessment, the competencies are not rated on an absolute basis, but scaled on a relative basis. Each individual competence can be divided into different \u201cactivation levels\u201d. If a competence is not particularly pronounced (i.e. the pronunciation is in the lower range), a manager is more reactive. Then terms such as \u201che understands\u201d, \u201che tries\u201d, or \u201che tries to avoid mistakes\u201d appear more frequently in the assessment. Managers who show very high levels of a particular competence are \u201cpro-active\u201d in this area. Then they are not only \u201cunderstood\u201d and no longer \u201capplied\u201d, but \u201cdeveloped\u201d. Not only \u201ctries\u201d, also no longer only \u201cactually achieved\u201d, but \u201csurpassed\u201d. Managers with such high competence characteristics can usually also inspire, lead and motivate others to peak performance. In a competence-based interview, behaviour in the past is examined in order to obtain an indicator for future behaviour. The \u201cwhat\u201d plays less of a decisive role than the \u201chow\u201d. So not only the \u201cWhat did you do?\u201d is questioned, but also the \u201cHow did you proceed?\u201d, \u201cHow did you achieve the result?\u201d or \u201cWhat exactly did the result look like?\u201d.<\/p>\n<p>At the end of a competence-based assessment, there should also be a comprehensive reference process. No one can give as authentic information about a candidate\u2019s team behaviour as former team members; or assess how direct leadership felt like former employees. Above all, however, former superiors or chairmen of advisory boards should have their say when it comes to the question of whether a candidate, for example a subsidiary, has really developed sustainably. But beware: the process of obtaining references also needs to be practised. According to surveys, 90% of all reference providers undertake to make a positive assessment before a reference interview.<\/p>\n<p>So, can the medium-sized entrepreneur, who finds it so difficult to assess his potential successor, still be helped? We believe so. As in other life situations, a good mixture is important: A technically sound, competence-based interview process, backed up by comprehensive reference statements \u2013 and in the end also a dash of intuition and gut feeling.<\/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-c34955ef1ccc827aa69cf05a0f31dfe6\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/fr\/trustedadvisor'  class='avia-button av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6 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-74d28dbb1d1242f933b3aba6cc4a62cb\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-74d28dbb1d1242f933b3aba6cc4a62cb{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2017_02_Critical-role_EN.pdf' class='avia-button av-av_buttonrow_item-74d28dbb1d1242f933b3aba6cc4a62cb 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  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":6725,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[53],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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