Guide More than Family: Non-Family Executives in the Family Business

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We found a strong correlation between these elements and financial success. So what should they do to remain healthy and viable? The first step is to diagnose where you stand on each dimension. Next, take steps to bolster yourself in the areas where you are weakest. For example, in establishing a value system, you can begin to identify them, then connect them to the business, then articulate and integrate them. With 53, employees, the consumer and chemical industry company is still majority owned by more than family shareholders. When it comes to cohesion, family businesses should move toward formalized information flow, regular forums, and professional conflict management.

The right levels of involvement based on expertise and interest should be clarified. Governance, including rules on creating a professional board and hiring both family and non-family roles, should be brought up to industry standards.

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And leadership principles and roles should be proactively defined. The founding family now in the fifth generation has a board balanced with its own members, independent directors and management and was among the first in the country to separate ownership from management in They also have a family constitution that provides clarity on what roles everyone should play; many continue to be owners, but only a select few help to govern it.

Mastery of all six family gravity dimensions. They have values and vision, the right involvement, cohesion and interaction, family governance, and clarity on their leadership principles and roles. Sonny Iqbal is a partner at Egon Zehnder and coleader of its global family-business practice. Corporate governance. Based on a three-year study.

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Executive Summary Although most family businesses fail to last through the third generation, some are able to thrive. This sometimes makes family businesses hard to understand, a factor that discourages potential employees. The study also shows that family businesses sometimes focus too little on the training and continued growth of their employees.

In addition, the remuneration is generally somewhat lower compared to other organizations, although it seems that this is mainly the case in smaller family businesses. Medium-sized and bigger family businesses, which are run professionally, do not appear to be different from other organizations in terms of total remuneration of employees.

At management level, non-family CEOs and managers in family businesses appear to be paid better than managers and business leaders who stem from the family. Furthermore, it is positive for family businesses to bring non-family managers on board, considering this generally benefits the performance of the company. The financial director is often the first position to be filled by a non-family member.


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This supports the professionalization of the family business, in which financial management plays a leading role. As for attracting a non-family CEO, the study also shows that bigger family businesses, or family businesses that are characterized by widespread shareholdership, benefit from a non-family business leader.

When not to keep it in the family: How to hand over to a non-family executive

In short, family members have quite some assets to make the difference as an employer compared to other organizations. As long as they pay sufficient attention to the development and training of their employees and restrict ambiguous communication and decision-making by focusing on the further professionalization of the family business, they are able to maximally play out the features and culture that are inherent to a family business on the labor market.

Want to know more? By Vincent Molly.

When not to keep it in the family: How to hand over to a non-family executive | Campden FB

Family businesses have performed exceptionally well over the past few decades. There are many reasons for this, however it is especially striking that family businesses, even in later generations, are still strongly imbued with the values of their founders. This manifests itself in When selling the family business, price expectations are a delicate but crucial part of the process of business transfer, and are speculated on with a lot of discretion.

From within our Knowledge Network Family Businesses, we gladly offer you more insight in this theme, based on an If you are a SME-manager striving for a business that creates value for your customers, yourself and your employees, the key you need to achieve this is Blog The role of non-family members in the family business.

More than Family

November 23, Vincent Molly. Expertise Research. Informal and stable working environment First of all, family businesses appear to be very attractive employers for many non-family members because of their informal and less bureaucratic structure. Non-family managers Furthermore, it is positive for family businesses to bring non-family managers on board, considering this generally benefits the performance of the company.

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schoonerabural.ga Family Business Family businesses have performed exceptionally well over the past few decades.