The success or failure of any business will depend on a series of variables related to its management. This leads many to seek methods and strategies for professionalizing their operations aimed at continuous growth. In the case of family businesses, many often bring in experienced executives who contribute their knowledge to reshape processes and boost the brand in its segment – something that can be completely beneficial in this goal, as long as certain precautions are properly understood
Today, about 90% of companies in our country are family-owned, according to data from IBGE. Them, 60% aim to expand their operations into new markets, together with 51% who want to launch increasingly better products and services, according to other information shared by PwC. Such ambition is normal to be seen in any entrepreneur at some point in their journey and, many cases, ends up turning the key in your views of understanding the importance of professionalization in light of these achievements
Normally, there are three main motivators for this professionalization: when the company is facing financial difficulties and sees, in this process, the way to avoid closing its doors and restructure economically; by the decision of the entrepreneur himself when considering the succession of his business, understanding that your heirs may not be properly prepared to take over your position; or in the desire to carry out a merger or acquisition, where the arrival of an executive is of utmost importance to ensure this procedure is carried out responsibly and successfully
Regardless of the generating fact of professionalization, the arrival of this talent will represent significant changes within the business ecosystem, creating a previously nonexistent space that needs to be properly prepared so that it can take on its responsibilities – which also need to be clearly discussed and understood between the parties so that there are no obstacles due to a lack of communication
A stone that often appears on the path of this process is the reluctance of certain entrepreneurs to give up their tasks for this new talent. This is something that cannot exist in the decision to professionalize the business, given that it will be necessary to grant and delegate a large part of your responsibilities to the executive. After all, your role will be strategic for competitive prominence and, without the proper space or autonomy to perform their functions, the necessary plan to leverage the brand will have difficulties getting off the ground
On the part of these executives, many of them end up accepting this challenge in search of a redefinition of their careers. Something beyond, where they can contribute with their expertise, knowledge and, in this way, feel useful in building a successful brand. This makes that, on their part, be precise a humble posture in the way of behaving, understanding the position you will take and valuing the unity with the entrepreneur and all members of that environment
The councils are excellent spaces for these entrepreneurs to occupy, in the role of information provider, so that they can continue to pilot their businesses while leaving the responsibility to the executive, in itself, of the company's management
It is a complex dynamic, that reinforces the need for meticulous planning encompassing the definition of the role to be played by the executive, avoiding mixing with those of the businessman; and a generous dose of emotional intelligence from both parties – so that the entrepreneur knows how to delegate and leave certain tasks, and that the executive understands their position and how far they can go to achieve the set objectives
There are many questions, but all valid and essential so that there is no room for doubt about what is expected of each of them. After all, if there is no flexibility from both parties, what is the meaning of deciding to professionalize your company
