En este artículo tocamos temas difíciles para algunas generaciones...Nos cuesta mucho aceptar que, alla afuera, puede haber alguien con mayor capacidad que nosotros o nuestros familiares directos. No aceptamos que "ser familia" no quiere decir que estemos capacitados para hacer bien las cosas.
or is written in small-type on their marketing materials: "Past performance
is not an indicator of future results." Because something worked before does
not mean it will work again. So in the spirit of disclaimers, here is one for the family business: Family membership is not an indicator of successful family business leadership.
with a family member at the helm, more and more agricultural family business
members are beginning to ask the question, "When is it time to hire a non-family CEO?"
ownership is suggesting that the business continue to operate even if a
family member may not be the leader. Before embarking on the journey to find
an outsider, make sure your family talks through this assumption. Why do you
want the family business to continue operating if your bloodline is not in top spot?
A non-family leader is often considered for at least two reasons, the first being lack of skills, knowledge, experience or desire by the next generation. It may be that family members don't have the necessary skills in or knowledge of key areas like grain marketing or managing people. It could be that no one wants to be out in front as the leader, or has a desire to be the boss. Or, it could be that the right elements are there in small quantities, but the next generation just isn't ready to step into the buck-stops-here position. The volatility in the grain markets over the last 10-15 years, coupled with the litigious nature of our society, has also amplified the importance of sound, seasoned leadership, critical thinking and principled decision-making. The wrong move can jeopardize the future of the business and the financial health of the family.
If you think that one of these situations applies to your business -- that
you lack a qualified family member or see that elevating one member may
cause significant conflict -- then beginning the discussion about a non-family leader as early as possible becomes important. The time it takes to think through what you want in a leader, the process of finding and interviewing candidates, structuring the deal and implementing a transition can take several years.
Most important, however, may be the need to get your own house in order before asking someone to step in. What will the prospective outside leader see when he or she looks at how you operate your business? Will they find a professional atmosphere with regular communication and accountability, a sound decision-making process, a disciplined marketing program, clarity in
roles and responsibilities, and an evaluation system for employees? Or will they encounter conflict, a lack of communication, role confusion, and a haphazard decision-making process?
it takes to get the talent. On the low end, salaries would range from $150,000 and up to $350,000 or more on the higher end, generally for the ag organizations I see. If that makes sense, then one couldn't be much lower
than $5 million to $7.5 million in gross revenue to consider the concept.
kind of income comes from various other sources. Seed dealerships and
oil/gas income can "cover up" inefficiencies in the farm or ranch.)
Make sure you spend time making the investments in your business that have
the best chance of leading to success. While you may not be able to guarantee future results, there are many strategies you can employ to better the odds that you will succeed for yet another generation.