What primarily distinguishes family businesses from other organizations is the overlap between three systems: family, ownership, and business. This interrelationship generates a particular complexity, since business decisions are not only influenced by economic and strategic objectives, but also by family history, emotional ties and interpersonal dynamics. While in non-family businesses decisions tend to be more rational and based exclusively on financial performance, in family businesses emotions play a central role.
Emotions, in fact, are a determining factor in the management of these companies. Shared history, family roles, and unresolved conflicts can interfere with decision-making and efficient management. For example, I have worked with a company in which two brothers, heirs to the family legacy, could not agree on an expansion strategy due to old personal resentments. Through a systemic coaching process, we were able to open a space for dialogue where they could separate personal conflicts from the needs of the business, finally reaching an agreement that allowed the growth of the company without putting the family relationship at risk.
To prevent family conflicts in the workplace, I consider several tools essential. First of all, the implementation of a family protocol is essential. This document establishes the rules of the game regarding succession, the incorporation of family members into the company, the distribution of profits and the resolution of conflicts. Another key tool is training in communication and emotional management skills, as it allows family members to express their concerns and expectations in a constructive manner. Furthermore, the organization of management, processes and having a manual of positions and functions as support is essential to prevent misunderstandings and conflicts. Finally, the incorporation of mediation and external coaching spaces facilitates the resolution of tensions before they escalate to a critical level. I also consider it essential to work on what the exit door will be when relationships within the company are not optimal, in order to preserve family relationships.
Adapting to changes in family and market dynamics is another constant challenge. Families evolve, new members join, others leave, and this directly impacts the structure and management of the business. Likewise, markets change at an accelerated pace, demanding innovation and flexibility. In my practice, I use Agile Coaching and Team Coaching tools to accompany family businesses to adopt a mentality of continuous improvement, promoting adaptability and openness to change. This not only strengthens the company, but also fosters a more resilient and collaborative family culture.
I work both in person and remotely, adapting to the needs of each company and family. In the future, my dream is to continue contributing to the sustainable development of family businesses throughout the country, helping them transcend generations with success and harmony. I aspire to continue training family leaders who are aware of the importance of communication, professionalization and caring for relationships, contributing to the well-being of both companies and the families that support them. Because when a family business prospers, it not only benefits those who make it up, but also the entire community that surrounds it. My commitment is to continue being a guide and a bridge towards that sustainable and harmonious future.Mariela del Valle Aguilera
Prager 94 – Villa Carlos Paz – Cba.
www.marielaaguilera.com
Email: [email protected]
IG – LkdIn: @marieladvaguilera
Tel: 353 – 4222409
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by CEDOC