We call them “Gold Rules” because they are the principles that help make decisions without anyone ending up to the desk to shout “I founded this company with my hands!” They are the ones that guide from the most philosophical to the most concrete: how we discuss, how we decide, and how we leave the mess if we do not agree.
1. The first values
Every family business should ask this question: what are the values that we are not willing to negotiate? Respect, honesty, shared effort … These principles are the lighthouse in the storm, the compass when emotions cloud the reason.
2. Participation for all, not only for those of a strong nature
It is common for them to always speak (and that others feed writing things so as not to enter the debate). Establishing word shifts, specific meeting instances and even tools such as internal surveys help balance voices.
3. That everyone feels heard (and not only tolerated)
Listening is not letting you talk while one thinks your counter -argument. It is taking seriously what the other says. For that, they serve facilitators, internal moderators or even the use of agile protocols where each voice has its place without interruptions.
4. What if there is no agreement? Did we decide by majority or consensus?
Consensus is ideal, but not always possible. Therefore, defining the decision method is key. Is it decided by simple majority? Qualified majority? And in case of a tie? (It is not worth throwing the grandfather’s coin, which always comes out “face”!). A quality vote can be established – for example, of the President of the Council – or appeal to a third opinion. The important thing is that this rule remembers before the conflict, not when we are already in full storm.
5. External mediators? Yes please.
When emotions go up, listen low. Bringing a coach, mediator or external advisor is not a sign of weakness but maturity. Someone without surname in the bell can see what the family fails to see from the inside.
6. FIRST COMPANY, EGO AFTER
The criteria for prioritizing business interests must be clear: sustainability, financial impact, commitment to employees, for example. And a golden rule: what is convenient for one cannot harm everyone.
7. Data -based decisions, not in heart
“We always did like this” is not strategy. Use reports, metrics, real data, and not only intuitions, improve decisions and reduce discussions.
8. Transparency: neither little, nor excessive, but fair
The family needs to know how it is decided, what is decided and why. It is not necessary to upload the minutes to the family WhatsApp group, but generate clear reports and spaces where decisions are explained.
9. The commitment is not presupposed, it is defined
Who does what? What role each does? What is expected of the members working in the company and those who are not? Leaving this in writing avoids anger and comparisons (yes, like when you wash the dishes and the other escapes “make urgent calls”).
10. The protocol is checked, as car oil
The rules are not eternal. The family changes, the business too. Establishing an annual or biannual review of the family protocol allows it to remain useful, and not a forgotten document in a drawer.
In short, the business family needs agreements. Not to avoid conflicts – who, sooner or later, arrive – but to cross them with maturity, respect and a vision that honors both history and the future. Because when there are clear rules, not only the business is taken care of, but also the ties that make sense.
The protocol is not a brake: it is an act of love, a concrete way of saying “this matters to us” and “we want to continue together, even when we do not think the same.”
And as we usually say those who accompany these families with history, dreams and challenges:
“Companies grow with numbers, but they last with agreements … and an agreement on time is worth more than a thousand emergency meetings.”
Mariela del Valle Aguilera
Prager 94 – Villa Carlos Paz – CBA.
www.marielaaguilera.com
Mail: [email protected]
IG – LKDIN: @marieladvagaguilera
Tel: 353 – 4222409
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