How to professionalize family businesses?

The success or failure of any business will depend on a number of variables related to its management. This makes many seek methods and strategies for professionalization of their operations aiming at their continued growth.In the case of family businesses, many often bring experienced executives who contribute with their knowledge to reshape processes and leverage the brand in its segment something that can be completely beneficial in this goal, provided that certain care are properly understood.

Today, about 90% of companies in our country are familiar, according to IBGE data. Of them, 60% aim to expand their operations to new markets, along with 51% who wish to launch products and services increasingly better, according to other information shared by PwC. Such ambition is normal to be seen in any entrepreneur at some point in his career and, in many cases, ends up becoming the key in his visions of understanding the importance of professionalization before these achievements.

Usually, there are three major motivators of this professionalization: when the company is in financial difficulties and sees, in this process, the exit to avoid closing its doors and restructuring economically; by decision of the entrepreneur himself to think about the succession of his business, understanding that his heirs may not be properly prepared to take his post; or in the desire to carry out a merger or acquisition, where the coming of an executive is of extreme importance to ensure this procedure with responsibility and success.

Regardless of the fact that generates 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 assume its responsibilities (WHICH also need to be clearly talked and understood between the parties so that there is no obstacle due to lack of communication.

A stone that usually appears a lot in the way of this process is the inflection of certain entrepreneurs to give up their tasks for this new talent. This is something that can not exist in the decision to professionalize the business, since it will be necessary to grant and delegate much of their responsibilities to the executive. After all, their role will be strategic to the competitive highlight and, without the appropriate space or autonomy to perform their functions, the plan necessary to leverage the brand will have difficulties to get out of the role.

On the part of these executives, many of them end up accepting this challenge in the search for a resignification of their careers. Something beyond, where they can contribute with their expertise, knowledge and, thus, feel useful in building a successful brand. This makes them need a humble posture in the way they behave, understanding the position they will assume and cherishing the union with the entrepreneur and all members of that environment.

The boards are excellent spaces for these entrepreneurs to occupy, in the role of information provider, so that they can continue piloting their business while leaving to the executive the responsibility, in itself, of the management of the company.

It is a complex dynamic, which reinforces the need for a thorough planning understanding the definition of the role that will be played by the executive, avoiding that it mixes with those of the entrepreneur; and a generous dose of emotional intelligence by both parties % SO that the entrepreneur knows how to delegate and leave certain offices, and that the executive understands his position and how far he can go to achieve the stipulated objectives.

There are many questions, but all valid and essential so that there is no margin for doubt about what is expected of each of them. Not least because, if there is no such flexibility by both parties, what is the point of deciding to professionalize your company?