How Coaching Enables you to CHANGE

We all know that change is difficult. In fact, change is so difficult that our brain is actually wired in a way that provokes sensations of physiological discomfort as soon as we face the slightest threat of change. As such, many of us do whatever it takes to avoid it.

Neuroscience (the study of the anatomy and physiology of the brain) has, in conjunction with magnetic resonance imaging, provided insights into why change is so difficult. When we want to make a conscious change, we use an area of the brain called the prefrontal cortex, which is where our working memory is placed. This area of the brain uses up a lot of energy and its use quickly generates a sense of discomfort, or even anger, because is linked to the amygdale, which controls our fight-or-flight response.

In order to avoid this discomfort and stress, our brains favor the use of the basal ganglia, which is the part of the brain that controls habit-based behavior. Have you ever locked your front door and then completely forgotten that you have done so? Such events are the result of your use of the basal ganglia, which can complete any familiar activity without conscious thought, all the while using much less energy than the prefrontal cortex.

On top of this, many people seriously resist being told what to do because this fires the prefrontal cortex’s connection to the amygdale. This provokes a defensive reaction and an inclination to find as many reasons as possible not to obey the instruction. This is especially true when the emotional aspects of new plans for change have not been explicitly addressed.

Finally, because the brain is programmed by experiences that are unique to each individual, everybody thinks in a different way. As a result of this, solutions provided by others are not as meaningful to us as the solutions that we reached by ourselves, using our own experiences and opinions.

Coaching your way through change

Coaching involves helping clients to think about possibilities, encourages them to arrive at their own answers and solutions, energizes them and motivates them to take action. Coaching is an ideal tool for bypassing the prefrontal cortex’s defenses and driving people to implement changes.

Research has shown that when we find our own answers to problems, our brains undergo high levels of activity as they build new connections. Studies into neuroplasticity (the ability of the brain to change structurally and functionally) show that if we focus our attention on positive things that is where we are going to be making and reinforcing connections. As an example, a study of brain patterns in Buddhist monks revealed that the part of their brain associated with happiness (left prefrontal cortex) was highly developed. This indicates that, they do possess the capacity to educate themselves to be happy!

The coaching process reinforces the motivation to implement changes by making the client design their own solutions and actively plan the steps that need to be taken. This entails that they devise their own action plan and retain accountability for its implementation. David Rock and Jeffery Schwazrt in their article “The Neuroscience of Leadership,” point out that those reinforcing moments of insight can make changes in the brain that can lead to new behaviors.

Coaching is a process that releases people’s potential and both accelerates change and keeps it sustainable, long after the coaching engagement is complete.

By Carmen Lence Coach and Consultant at NextGen Consulting & Coaching LLC

If you want to learn more about coaching and coaching for Family Business, I’ll be presenting “Coaching, Next Generation and Sustainable Change in Family Business” together with Christin McClave and Dennis Jaffe at the FFI international congress in Brussels on October 19th. I’m looking forward to seeing you there!

 

How Do You Eat an Elephant? Dr. Lee Hausner explains her six-step transition model for succession in family businesses at the FFI Northern California event.

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Dr. Lee Hausner, Author of "Hats Off To You 2...Balancing Roles and Creating Success in Family Business Succession"

Last week the FFI NCAL Chapter Formation Team hosted the first event of a series that is aimed at raising awareness of the San Francisco Bay Area Chapter for the Family Firm Institute. Dennis Jaffe, Susan Ott, Henry Kaiser, Doug Kennedy, Leslie Simon, Timothy Swords, Louis Wellmeier, David Kelly and myself, Carmen Lence, are currently leading the efforts to create better networking and educational opportunities for family business professionals in the Bay Area.

The conference was a huge success and this was predominantly down to the efforts of Susan Ott and Henry Kaiser, who did a fantastic job of organizing the event. Thank you very much for your hard work!

It was also great to see Carmen Bianchi and Mary Gust at the event and the FFI NCAL Chapter Formation Team really appreciated the fact that they took time to attend and show their support for our work.

Thanks to the efforts of Susan and Henry, we were fortunate to gain the support of Dr. Lee Hausner, who was the first speaker of a series to come. She gave an inspiring insight into her succession planning model, the highlights of which I would like to share with you now.

Dr. Lee Hausner is an internationally recognized clinical psychologist, business consultant, author and family wealth adviser. During her presentation, she explained how to approach the daunting endeavor of eating the big elephant that is succession in family business. In her own words, the best approach is: “bite by bite.” To help us to tackle the huge meal ahead, she advises that we start by dividing the elephant into six parts before starting the “feast.”

The six-step transition model for succession in family business was first introduced in Dr. Hausner’s book “Hats Off To You 2…Balancing Roles and Creating Success in Family Business Succession.” It involves a multidisciplinary approach to succession planning in which the founder and the family are involved throughout the process of succession implementation. The first and second steps, focus on founder and family but their involvement in the process continues as it goes through the next steps of dealing with the business, management, ownership and estate transition phases.

Interestingly, in Dr. Hausner’s model, estate planning is the last step in the process, despite the fact that, in most family businesses, it is actually sometimes the first and only step they take with regards to succession planning. In her opinion this is a big mistake because it does not address the sustainability of the business or the family’s “health.”

In Dr. Hausner’s model, the first step involves the founder’s transition, in which it is essential to address any resistance to let go. When discussing this phase of succession planning, Dr. Hausner pointed out that the transfer of power should be a slow process, during which she advises founders extend their limits of authority gradually, expect mistakes and don’t hope or demand to have a clone as a successor.

The second step involves the family transition, in which she recommends family members put on a different “hat,” depending on the situation they are dealing with. For example, members may wish to wear one “hat” when they are conversing as father and son or dealing with a family issue, and a different “hat” when dealing with a business issue. She also stressed the importance of setting clear expectations and transparency to avoid suspicion and the opportunity for “physiological cancer” in the family.

When dealing with the next generation during succession planning, it is important to lay out clear responsibilities, avoid entitlement and promote achievement. Dr. Hausner also mentioned the value of supporting the next generation’s development through coaching and mentoring.

The following step involves business transition, and Dr. Hausner outlined the need for a strong board of directors with independent advisors that can provide objectivity and accountability during the transition process.

Following this, during the management transition step, the family should decide what their future role should be. Should they get involved in the management of the business or would they be better overseeing the business as owners?

The 5th step of Dr. Hausner’s model involves ownership and, in her presentation, she pointed out that “fair and equal are not the same.” This is something that is important to take into account when deciding who is going to own what of the company and family’s assets.

Finally, regarding estate planning, it is important to set clear expectations and aim for a lifetime transfer. Dr. Hausner also stressed the importance of involving the family in philanthropy and any educational opportunities that can be used to develop the younger next generation.

Succession planning is a big elephant to eat and digest, but with the right process, tools and guidance it may become the most rewarding “meal” you have ever had!

Bon appetit!

Written by Carmen Lence coach and consultant at www.nextgenfamilybusiness.com

Six-step transition model for succession in family business

Where Do We Come From? What Are We? Where Are We Going? Next Generation Goes to Stetson University to Get Answers

Peter Begalla, Outreach Director of the Family Enterprise Center, Adjunct Professor at the School of Business Administration at Stetson University

Stetson University is the first school in the USA to offer a degree in Family Business. The program focuses on next-generation members of family businesses, and one of its goals is to encourage them to take ownership of their own lives and careers.

Peter Begalla is the Outreach Director of the Family Enterprise Center, Adjunct Professor at the School of Business Administration at Stetson University and an expert in next-generation leadership development. This is what he has to say about the next generation, leadership and making things happen for oneself.

What, in your experience, is the main problem that next generation members of family businesses face?

It tends to be credibility: within the family, within the enterprise, as well as marketability of their skills in either the family enterprise setting or out in the real world. So the idea is that because they have a family business they may not be as they have to be in their own right. They have to be recognized as credible and marketable themselves separate from their family so that their own identity can be established.

The program stresses the need for the next generation to be proactive and create their own future. How does the program support its students to help them to achieve that?

The introductory course kind of sets the tone for the whole program. It’s the one that’s the most intensive. The course is divided up into thirds. The first part of the course is a whole segment devoted to who you are: personality assessment, values assessment, and a discussion about what you know about yourself from a personality dynamic. What you believe about yourself.

The second section of the course is what is your family story. So there’s some gene gram work, some work on the family values, there’s an interview process in which the students ask their family members, their mom and dad, why did they choose the career that they did. What kind of family dynamics. What was important for them in terms of their business or their career choice. How has that affected the family. By doing that, the student works with the family to determine what kinds of messages have been important to the family, for a couple of generations. What their family story is and how it might impact the student.

There’s also some identification in that same time period as to what role they play in the family in terms of birth order and everybody’s influence to birth order.

And then the third component is what do you want to do. Now that you understand a little bit about who you are and what your script is, what do you want to do with this? Is it work within the family business? Is it work outside? How does your plan match up with reality? How does it match up with the reality of the family? How does it match up with you as a person? Are your values in line with what those plans are? Is your personality in line?

One more piece is that all three of those segments are then collected into what we call the Life Plan. It tends to be about 50 pages long. It’s designed for the student to essentially define success as they see it within the family business or outside. It basically changes how they view themselves and what they are going to do and how they are going to go about doing it in the world.

Do you have more students going to work in the family business or outside it after finishing the program?

It’s different for each person. I can’t say that the rule of thumb is that they all go back to their family businesses and I can’t say that they all bail out. It’s a fairly decent mix. However, it tends to lean more towards the student going outside the family business for a period of time. I can’t say we’ve done any research to support what I call “Gut Check.”

What would be your advice to those next generation members living in “golden cages,” meaning, working in the family business with a good job title, good salary but no real responsibility, accountability and lacking preparation to take over the leadership of the company. Living in fear about what is going to happen in the future when their parents are not around anymore.

First is to “know thyself”; know exactly what your skills are. Know what you have to bring to better the situation. That way you know where to start and you shop on your technical skills or on your soft skills. For example, if you’ve got an accounting issue, or if you’ve got a marketing issue or a financial issue, you can always ask for help. Although the responsibility in that situation is ultimately yours, know how much guidance you need in order to make the right decision, know your capacity, know your abilities and your strengths and weaknesses so that you can call for help when you do have to make the decision (because again, you’ve got the title, you’ve got the responsibility) but you have guidance.

The other thing we stress with the program is that getting unbiased feedback is advice that often leads to a profound change in the individual. The feedback is such that it just kind of says “hey this is what I see” kind of holding up a mirror “this is what I see you doing”; it allows the student to make some choices about a different behavior versus “hey, you know what you should do?” which nobody really likes. If somebody who is in a position of responsibility within an organization doesn’t have feedback then they are kind of looking in a vacuum.

What is the profile of your students? What kind of family companies do they come from?

We have a mix of students; some have family businesses and some do not. One of the ways in which we talk about the program is that if you don’t have a family business, you still benefit from it because 90% of businesses in America are family businesses. So you’re probably going to work in one. The other thing we do is stress an advisory track as well towards the end of the program. We train students on some basic advising type of skills working with companies.

So in terms of the students we have that have family businesses, it spans  a pretty wide range. I’ve had students with international holdings that are fairly vast where their families come from two generations deep in South America and in the Caribbean. Everything from real estate to restaurants, mining, aggregates, and land family grocery store holders here in the States. It spans from annual revenue exceeding 1 billion to the little mom and pop jewelry store worth half a million a year or even restaurants.

They have been working for the family company or it’s a bit of both?

They definitely have exposure to it. The ones who don’t have exposure to it the parents are in a business that tends to be more advising. For example like financial services, a dad owns financial services and  he has 2 or 3 guys working with him like an insurance business; the student doesn’t work in it. If it’s the construction business, the student has worked in it. If its manufacturing, the student has worked in it. If it’s a distributor of some sort, the students have worked in it.

Is this a unique program in the U.S. that you are managing?

I believe so, it’s one of two majors in the world, its basically the first major in the world. We think we have something that is very promising. We essentially are having a dialogue about family businesses that no one else is having with students at a time in which they are forming identities and forming a sense of where they want to go in the world. And we promise them, what my college Greg McCann says and why he founded the program the way he did, “Look, you get a discussion with your peers and your family for four years about who you are and where you want to go. If that’s within the family business that’s great, if not that’s great too. But essentially you get to write your own story versus just being pushed along by the family history and by the family’s script of the business.” Especially if it’s a large successful business, it can override the identity of someone who is trying to form and carve himself out a sense of self and where he wants to go.

In your experience, what are the main traits of successful next generation?

They tend to want truth and honesty. They tend to want everything to be exactly as it is and for everybody to know it and what’s going on. So there’s this level of transparency that I think is required personally as well as about the organization, and about the older generation and the next generation. And again, it is to “know thyself.” What your strengths and weakness are and to be ok with that to say, this is what I bring to the table, this is what I don’t bring to the table, and how are we going to make this work.

Any tips or words of advice for next generation members of family businesses?

No matter what you do, start now. Start thinking about who you are, what you are about, what you bring to the table, and how that’s viewed by your family. Also, how it’s viewed by non-family members within the business. Start the dialogue A) with yourself then B) with your family about what you bring to the table and what you want to do next. How you can contribute to the business.

So, next generation, what are you going to do to make things happen for you?

For more information about the Stetson University Family Enterprise Center, please click on: http://www.stetson.edu/business/family

Written by  Carmen Lence, MBA
NextGen Consulting & Coaching

Web: http://www.nextgenfamilybusiness.com
LIKE us on Facebook: http://www.facebook.com/NextGenConsultingnCoaching

Family Business and Tough Love, Something to Be Grateful For

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I’m the middle kid in my family. I have an older sister who is much prettier than I and a younger brother, who was a dream come true for my father, who always wanted to have a boy to carry on the family name, so it’s no wonder that I’ve always been the rebel, the troublemaker in the family. I suppose that I just wanted attention, but I also had a strong desire to live my life my way.

Growing up with a strong-minded entrepreneur who had a very clear idea in his mind about what was best not only for the company but for every single member of his family was not easy for me. I imagine that dealing with a strong-minded child was not easy for him, either.

My father’s biggest loves in his life are his kids and his business, so he has always tried to keep us together. We started working in the family business as children helping out on the weekends. Later, as teenagers, we rotated through different positions giving holidays to employees and working part-time during college managing one of the service areas of the company.

I loved it. I hated it. I loved the learning, the responsibility, and feeling useful and proud of my family. I hated the lack of freedom, feeling that I did not have a say in what I wanted, and how demanding and difficult to please may father could be.

When we had arguments, my father would end the discussion with, “You don’t understand how much a parent loves a child until you have one.” I think I understand now that I’m also a parent.

My father asked us to take on jobs such as waiting tables, pumping gasoline, and cleaning cars. His expectation that we would work as hard in the business as he did was his way of loving us and teaching us the value of money, appreciation for what we had, humility, and respect for other people regardless of their background. Our successful company was not a present; it was the result of hard work and dedication.

My father did not make things easy for me. I had to fight hard for want I wanted. This was also his way of loving me. He just wanted to protect me, but his strong desire to control my life was my biggest motivation to be brave, follow my instincts, and not settle for less than what I wanted.

Today is Thanksgiving, and I have many things to be grateful for: my family, my husband, my kids, my friends, my wonderful life… But what I have to be the most grateful for is growing up in a family business with a strong father who cared deeply about me. Thanks to him and to all the good and bad moments we have gone through, I am who I am and I have the life I have today. I couldn’t be more grateful for that!

Thanks, Dad, for being the wonderful father you are. I love you.

Happy thanksgiving to everybody!

Written by Carmen Lence, Family Business Consultant and coach

www.nextgenfamilybusiness.com

How to Keep Your Company in the Family for More than Five Centuries: Borja Raventos from Codorníu Explains His Keys to Success

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Borja Raventos is a 17th generation member of the family that owns Codorníu for more than five centuries.  Codorníu is the world’s largest producer of bottle-fermented  sparkling wine made by the traditional champagne method. Their winery was founded in Catalonia, Spain in 1551. Borja has spent most of his career outside of the family business, working on consumer products, but nowadays, he is a member of the Codorníu Board of Directors. From his unique perspective, Borja explains the keys to keeping the company in the family and how to develop professionally as a member of the Next Generation.

Codorníu is the oldest family business in Spain and one of the oldest in Europe. What, in your in your opinion, are the keys to keeping the company in the family for so long?

A great love for the product you are developing and the earth. Solid values in the family and the company which stand out: loyalty, honesty among family members, and social responsibility. Innovation: always be at the forefront of what is to come in the future.
Adaptation to market changes, professionalism in management of the business. The establishment of clear shareholders policies. Profitability and growth building brands, from a medium and long-term perspective and internacionalization.

– Has the fact that the age limit for remaining in the Codorníu presidency is 70 years contributed to the entry of new talent?.

The limit is 65 years old for executive positions and 70 for the presidency. This makes it possible to renew the charge, which is fundamental for the company’s success. It facilitates a clear succesion process and allows generational renovation.

Also, executive positions are limited to only four members of the family. These candidates are not chosen by the family. There is an external organ composed by two head hunters, a prominent professor at a business school, and the CEO, who evaluate candidates. After choosing the candidate, a report is sent to the Board of Directors, and they decide which candidate will be offered the positions.

Codorníu has gone from having an external CEO to appointing a CEO from the family, which has considerably increased sales and profits for the company. Is it a myth that professionalizing a company requires running it with executives from outside the family?

Yes, it is a myth. You have to look at the value and profile of each of the candidates, whether they are members of the family or not. You cannot generalize. It can happen that a family business has good candidates from the family, and hiring them does not lead to conflict, but in other cases it may. Decisions must be evaluated and made depending on the context of each family and each family business circumstance.

– In your opinion, what is the value added of hiring management talent from inside the family?
You cannot generalize, but family executives strengthen the connection between property and business; they are aware of two realities and can provide more credibility…but it is not always like that. It depends on each case.

– You have developed your career mainly working outside the family company in the multinational Sara Lee and, later on,  at Ferrero. In your experience, what are the main differences between working for a non-family business and a family business?

In family firms, there is an emotional bond that makes you look more from a long-term perspective, not only at valuations and company yields. In contrast, in a non-family business, short term results tend to be more important.

– In terms of family companies, you have worked in the Artesa Vineyard in Napa and currently as a Codorníu Board Member. What is the best part about working in the family business? And the worst?

In Artesa, I worked for six months while completing an MBA at IE. This experience helped me to learn about one of our most important markets, the U.S.
I worked for more than 11 years in consumer products multinationals. That helped me to become a good professional, gain self confidence, and learn new ways to manage a large company. Five years ago, I was chosen from among several candidates to serve on the Board of Directors at the Codorníu Group.

The best things about working in the family business are the emotional bonds and my good understanding of the wine market. They provide me with much strength to fight for the company. Another aspect is the satisfaction of proposing and applying the knowledge I’ve gained in other companies on my own family business. This is very rewarding and motivating.

The worst thing is that we are too emotionally involved, and that means thay we are not always that objective. We must make an effort to separate family from family business.

– You are now working as a consultant and coach for the family business. What motivated you to enter into this field?
What motivates me is the chance to help families and their members to learn more about themselves and take charge of what they really want to do in terms of their values and what motivates them. I help them to agree on a vision and motivate them to work together for a common goal. Also, to enable better communication and understanding of the other’s position. Finally, I accompany the new generations to be leaders in their companies and families, gain self-confidence, and work positively within their families and with business complexities in their own personal styles.

– What is your advice for those members of the next generation who choose to have their careers outside the family business?

Reflect on what you want in life and make a conscious decision that is your own decision. It is equally positive to work in the family business or out; it depends on the particular case. What is really important is that in all family businesses are difficulties, and the sooner these problems are worked out, the better.

Borja Raventós Board Member of Codorníu Group from Spain

You cannot generalize, but, in my opinion, it is important to have work experience outside the family business, whether you want to return to the family business in the future or not. I would advise people to work outside the family business at least five years. If it is possible, in a different city from where you live and, even better, in a different country. This will provide you with great self-esteem and self-confidence. You and your family business will benefit from the experience.

What do you think? Would you benefit from working outside that family business? Would that help to keep your company in the family for more than five centuries?

¿Cómo mantener la empresa en la familia durante más de 5 siglos? Borja Raventós de Codorníu nos da las claves.

Borja Raventós es miembro de la 17th generación del Grupo Codorníu, la empresa más antigua de España, y miembro de su Consejo de Administración. Borja ha desarrollado su carrera profesional fuera de la empresa familiar aunque siempre trabajando en productos de gran consumo. Desde su perspectiva única nos explica las claves para mantener la empresa en la familia y para desarrollarte profesionalmente como miembro de la Siguiente Generación.

Codorníu es la empresa familiar más antigua de España, con 5 siglos de historia. Cual son en tu opinión las claves para mantener la empresa en la familia durante tanto tiempo.

  • Un amor muy grande por el producto que estas elaborando y por la tierra. 
  • Unos  valores sólidos en la familia y en la empresa entre los que destacaría la lealtad, honestidad entre los familiares y la responsabilidad social.
  • La innovación, siempre estar a la vanguardia de lo que va a venir en el futuro.
  • La adaptación a los cambios del mercado, la profesionalidad en la gestión.
  • El establecimiento de normativas claras entre los accionistas. Por ejemplo la sindicación de acciones, la entrada de ejecutivos familiares y el conflicto de intereses.
  • La rentabilidad y el crecimiento, construyendo Marcas, desde una perspectiva del medio y largo plazo
  • Internacionalización.

– El limite  de edad para estar en la Presidencia de Codorníu esta en los 70 años de edad. ¿ Ha contribuido este limite a la entrada de talento nuevo?.

El límite es de 65 años para puestos ejecutivos y 70 para la Presidencia. Esto posibilita que se renueven los cargos, esto es fundamental para el éxito de la empresa. Facilita una sucesión clara y permite la renovación generacional.

También los cargos ejecutivos están limitados a solo cuatro miembros de la familia. Estos candidatos no los elije la familia, si no que hay un órgano externo compuesto por dos buscadores de talento, un conocido profesor de una escuela de negocios  y el director general, que valoran a los candidatos. Una vez escogido el candidato, de hace un informe que va al Consejo de Administración, y ellos deciden que candidato aceptan.

Codorníu ha pasado de un Director General ajeno a la familia a nombrar un Director General miembro de la familia que ha aumentado las ventas y beneficios de la empresa en los últimos años. ¿Es un mito que la “profesionalización” de la empresa signifique llenarla de ejecutivos ajenos a la familia?.

Si es un mito, hay que fijarse más en el valor y perfil de cada uno de los candidatos, sean familiares o no familiares. No se puede generalizar. Puede pasar,  que en una empresa familiar haya buenos candidatos de la familia y el contratarlos no genere conflictos, pero en otros casos puede que sí. Hay que valorar las decisiones a tomar dependiendo del contexto de cada familia y de cada empresa familiar.

– En tu opinión que aportan a mayores los ejecutivos que tiene vínculos familiares.

De nuevo, no se puede generalizar, pero los ejecutivos familiares ayudan a la cohesión entre la propiedad y el negocio, conocen las dos realidades y pueden dar mas credibilidad… pero no siempre es así. Dependerá de cada caso.

– Tu carrera profesional ha transcurrido trabajando principalmente en empresas ajenas a la familia, en la industria de productos de gran consumo como la multinacional Sara Lee y más tarde Ferrero también empresa Familiar. ¿Cuáles  son las principales diferencias entre trabajar para una empresa familiar un una no familiar?

En las empresas familiares hay un vínculo emocional que hace que se mire mas a un largo plazo, no solo a la valoración y los rendimientos de la compañía. En cambio, en la empresa no familiar lo que prima fundamentalmente son los resultados económicos a corto plazo.

– Dentro del Grupo Codorníu, has trabajado en vuestra bodega en Napa “Artesa”, y actualmente eres miembro del consejo de dirección de Codorníu. ¿Para ti que es lo mejor de trabajar en la empresa familiar? ¿Y lo peor?

En “Artesa” trabaje durante 6 meses mientras estaba haciendo el MBA en IE.  Esta experiencia me ayudó a conocer de cerca uno de nuestros mercados más importantes, el de EE.UU.

Posteriormente he estado trabajando durante más de 11 años en multinacionales de Gran Consumo.  Me ha ayudado a ser un buen profesional, a ganar seguridad personal y conocer nuevas formas de gestionar las grandes compañías.

Desde hace 5 años fui elegido entre varios candidatos a formar parte del Consejo de Administración del Grupo.

Lo mejor es el vinculo emocional  y el conocimiento del mercado del vino, esto te da mucha fuerza para apostar por la empresa. Otro punto sería la  satisfacción de aplicar o proponer muchos de los conocimientos que has aprendido fuera en tu propia empresa familiar, esto es muy gratificante y motivador.

Lo peor, es que estamos emocionalmente demasiado involucrados y eso hace que no siempre seas objetivo. Hay que hacer un esfuerzo por tratar de separar lo que es familia con lo que es empresa.

– Actualmente estas trabajando como consultor y coach de empresa familiar.¿ Cuál es tu principal motivación para trabajar con empresas familiares?

Lo que más me motiva es acompañar a las familias y  sus miembros para que se conozcan mas a sí mismas y pueden tomar las riendas de lo que realmente quieren hacer, desde sus valores y lo que les motiva. Ayudarles a consensuar una visión común que les motive a trabajar juntos por un mismo objetivo. Posibilitar que se comunique mejor y entiendan la posición del otro. Reconocer el “rol” que tiene cada uno en la familia y como propietario.

Acompañar a las nuevas generaciones a ser líderes en la empresa y en la familia, ganando en seguridad personal, trabajando positivamente en la complejidad empresarial y familiar, desde su propio estilo personal.

– ¿Qué le aconsejas a aquellos miembros de la siguiente generación que deciden tener su carrera profesional fuera de la empresa familiar?

Que reflexionen sobre lo que quiere en la vida y tomen una decisión consciente, que sea su propia decisión. Es igualmente positivo trabajar en la empresa familiar o fuera, dependerá de cada caso.

Lo que sí es importante es saber que en todas las empresas familiares hay dificultades y cuanto antes se trabajen estas dificultades, mejor.

De todas maneras, no se puede generalizar, pero en mi opinión es importante tener experiencia de trabajo fuera de la empresa familiar, independientemente de que quieran volver a la empresa familiar en el futuro. o no. Yo aconsejaría trabajar fuera por lo menos cinco años, si puede ser en una ciudad diferente a donde viven y si puede ser en un país diferente. Esto que les va a dar mucha más seguridad en sí mismos y tanto ellos como la empresa familiar saldrán beneficiados.

Borja habla desde su experiencia trabajando en empresas fuera del ámbito familiar y su experiencia como miembro del Consejo de Codorníu, pero como él bien dice, no se puede generalizar.

Borja Raventós Miembro del Consejo de Administración de Codorníu

En tu opinión, ¿ Crees que es mejor trabajar fuera de la empresa familiar? , ¿Crees que puede contribuir a mantener la empresa en la familia durante más de 5 siglos?