Legal Aspects, Entrepreneurs, Family Business, Company Management, Generational Relay, Business Survival

The natural evolution of a company is that it is born of the mind of a technician with the determination of an entrepreneurial person, with vision and push that creates the microenterprise, almost like a self-employment, that grows thanks to the creativity and determination of its founders. It strengthens and consolidates in the second generation (being the moments of implementing processes and controls) and, again, it has to grow by delegation or alliances that atomize its power.

If you manage to survive those changes and major crises, it is time to plan your own survival and discover that only one in every thousand companies reaches the third generation or exceeds what is called the war of cousins ​​and grandchildren, where Ownership has been atomized in such a way that it is impossible to manage.

Any coach of high competition is clear that the emotional factor and the positive attitude weighs more than 50% in the preparation of a team. It’s easy to have a good attitude when things are going well and our team (or company) wins (or wins), but what happens when things go wrong, referees whistle, players get injured and coaches blame us of everything? Consider for a moment the 700,000 companies that have broken in Spain in the last five years and the nearly one million that are on the verge of the competition of creditors for lack of working capital and widespread collapse of consumption. In this environment, how can we get a positive attitude?

I propose 10 steps:

Start with yourself: it’s your decision and you choose. In order for your company to reach its potential you must believe in it and have vision. Defend your dream.
The difficulty is not walking but getting up after falling. You must learn from your mistakes.
Do not start the path without a plan, with a clear vision and mission and with beliefs and values ​​with which to sustain that dream.
Draw a strategic plan with simple but achievable goals.
It analyzes well the necessary resources, be they material or intangible, and differentiates those of others.
It develops the habit of thinking, cultivates creativity and reaps the successes celebrating them and sharing them with all the teams: family, partners and employees.
Surround yourself with the best and create your own support structures both in the family, in the company and in the boardrooms with your partners.
Delegate: do not make decisions for others or let anyone take them for you.
Learn to listen: a complaint is a gift if you know how to solve it.
Learn to play with the crisis as a balance of dangers and opportunities.
So how do we get started?

Analyze, think and rewrite your roadmap in the three business-family heritage areas by putting a vision and goals to 50 years with goals achievable every five years. Check your will and your legacy to be consistent with your family and your company. Think and plan your relief and then work on that plan.

Business Survival: Ten Guidelines for Planning Generational Relocation

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