Entitled Family Member Employees – Who is to Blame? by Loyd Rawls |
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 So how is it that entitled brats can make their way into otherwise healthy family businesses devouring efficiency, productivity and teamwork? What is it that blinds a hard working, highly experienced, bright business owner to the ridiculous, sophomoric behavior of their children or in-laws who have become profound impediments to the successful continuation of the business through the next generation of owners and managers? Apparently, there are no black and white answers to these questions. Otherwise, I would not be witnessing this pandemic of family business chaos. Otherwise, there would be active dialogue and “How To” books on this subject from family therapist colleagues. Otherwise, I would be encountering “conscious incompetent” business owners who would be saying “We know what we are doing wrong, we know how to fix it, but we just cannot make it happen”. To the contrary, what I am seeing are “unconscious incompetent” business owners who are excited to have their kids in their business and just don’t have a clue that their business is on the road to crisis, decline, and a significantly reduced probability of “Succession Success”.
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Read more... [Entitled Family Member Employees – Who is to Blame? by Loyd Rawls]
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Entitled Family Member Employees – A Threat to Succession Success, by Loyd Rawls |
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As a family business succession planner I am intrigued with the ten interdependent factors of the Succession Matrix℠: Owner Motivation and Perspective; Successor Identification and Development; Key Manager Motivation and Retention; Strategic Planning; Business Structuring; Management Synergy and Teamwork; Business Performance; Financial Planning; Family Harmony and Family Governance. According to the International Succession Planning Association® (ISPA®), each of these factors independently and interdependently impacts the successful continuation of a closely held family business through the next generation of owners and managers. Each of these factors can be an asset or a liability to the achievement of business succession planning goals.
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Read more... [Entitled Family Member Employees – A Threat to Succession Success, by Loyd Rawls]
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Going Outside To Look For a Coach |
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 Performance coaching produces results that many organizations find wanting in the traditional performance management and appraisal culture. The major difference is that coaching occurs in real time; and performance appraisal is retrospective and occurs – usually – well after the fact. The practical impact is that coaching is appreciated and performance appraisal is resented.
Theoretically, every manager/leader should also be a coach to direct reports. Maybe, someday, that will happen. Imagine the impact on the organization from a personal and professional development standpoint if managers understood how to be an effective coach.
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Read more... [Going Outside To Look For a Coach]
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The Successor Coaching Cycle: What are the key steps to this critical component of Succession Planning? by Dan Scheider |
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There are as many coaches running around today as you can imagine. There are performance coaches, life coaches, business coaches, parenting coaches, relationship coaches, and on and on. Some of them are qualified to do what they do, some will be in the future, and some will be doing something else in the future.
What are the key steps to making coaching work? Whether you decide to take a stab at it yourself or bring in someone from the outside, here is the coaching system most likely to produce long term, positive results.
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Read more... [The Successor Coaching Cycle: What are the key steps to this critical component of Succession Planning? by Dan Scheider]
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Succession Planning and The Missing Piece and the Big O: How Do I Identify My Successor? by Dan Schneider |
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Shel Silverstein writes children’s books. In one called The Missing Piece Meets the Big O, he covers the role of succession development with a simplicity and singleness of purpose. For our purposes, the Big O is access to the legendary corner office; and the missing piece is the person who sits in that office after you are finished with it.
But, before there can be successor development, there must be a successor identification program in place. That successor could be a family member, a key manager, or a partner. Regardless of which, the person chosen must also be a leader.
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Read more... [Succession Planning and The Missing Piece and the Big O: How Do I Identify My Successor? by Dan Schneider]
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