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"Computers" in Family Business

teams in family businesses can learn from the major sports teams. As I have worked on both fronts, then try to explain briefly, how families can apply techniques that some sports teams - the most strategic and successful - used to improve efficiency. Families have four main tasks: to establish core values, perform a mission statement, designing a strategic plan and create special teams to address the issues or urgent.

Introduction

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There is some emotional energy, an intensity that characterizes most successful sports teams. Emotional energy exists in the heart of family businesses. On loyalty, devotion and commitment that family members share, lies the cause of the success of many family businesses. They have core values \u200b\u200bthat influence their decision-making, targeting and customer friendliness and integrity. And sometimes their employees say "feel like part of the family," the team.

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The analogy also works in reverse. The sports teams are compared to a family are often those who become champions. The team members who demonstrate a high degree of social cohesion tend to, ultimately, achieve consistent success. The brightest example of the dynamics is described women's soccer team in the USA, winner of Women's World Cup 1999. In numerous interviews before and after the attainment of the title against China, team members stressed repeatedly in large part attributed the victory to the fact of being as part of a large family. The players regularly ate together, went shopping, went on holiday and even appeared in photo shoots together, so that individual star downplayed the impact of promoting wider team as a whole.

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Given the overlapping with the major sports teams, it seems strange that business families can learn from their fellow athletes. According to consultants who have worked so hard with both groups, the main lesson is how to improve your performance, whether the family team is undergoing training or have been working together (perhaps not too gently) for a time.

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Many athletes and coaches have used Olympic and professional psychologists to help them improve their performance. Many universities have spent lots of time and resources to increase their knowledge of performance improvement training. The concept of performance improvement derived from the theories of motivation and achievement of traditional psychology. As the pressure of competition in the business world increases with increasing regularity, improving employee performance and the importance of developing good teams have become the main survival strategy in the world of Large companies multinationals. Large companies spend increasing resources for the training of its leaders and employees in the fields of communication, leadership and teamwork ability. Then there is a growing "strategic awareness."
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point in common with sports teams and family businesses in terms of improving team performance is the desire to win. In business, winning means to achieve or exceed certain parameters voluntarily chosen as an increase in revenue or market share. But family businesses there is still a higher goal: to improve the cohesion of the family that the company may still be there for future generations.

Getting started

The first requirement for a family who wants to improve the performance of your team is good communication. A family must take into consideration the habits of communication within their company. Many families have a closed system. The family kept the financial and strategic information for themselves. Consider all matters relating to information is very sensitive, and can only be shared with a select few, such as life-counter, the lawyer, or a member of the Board (if any) confidence.

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Families wishing to improve the performance of his team must share information, and therefore should determine how comfortable they feel so. For family members and key employees, can function as effective members of a team must have access to information and must be willing to share. If family members are reluctant to accept this fact, would do well to abandon any attempt to strengthen and promote their team.

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If family members are able to reach agreement on what information they are willing to share, they can continue the process. All the families that own or develop some sort of managerial work should be involved in the effort to strengthen and promote the team.

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Once everyone is ready, there are four steps you can take to build the foundation of a good team performance:

• Review or (re) establish the core values \u200b\u200bof the family.
• Make a mission statement.
• design a strategic plan that includes the company's overall objectives as well as departments and individuals. For this process, the methodology of the ESC © and especially Top 5 Clienting-Profit-Strategy is quick and effective implementation.
• Create special equipment to resolve conflicts or "bottlenecks" in the company.

Establish core values \u200b\u200b

is very easy to forget why we do what we do. Members of a family business who take the time to explore why they are together in the company, have the ability to recreate the essence and meaning not only the purpose of their work but also the relationships they share. This is the heart of any computer.

fundamental values \u200b\u200bof a Family Business guide its strategy, its tactics, the marketing (even better ... "clienting") and its operations. Consistently adhere to them helps to see things clearly and making decisions. Without consensus about fundamental values \u200b\u200bincrease the likelihood of conflict and inconsistent decisions. For example, a media company based in the fundamental value of "integrity" to undo a decision that had caused problems with customers. Some of the family managers had the idea to reduce the price of certain services to new customers, keeping for existing ones. The company management was a little confused with this policy, but decided to give the green light. But then the family backed out, saying, "You know what, That this goes against our core value of integrity." They lowered the price for all and the end sold more than if they had kept the dual pricing strategy.

Families could follow eight steps to define its core values \u200b\u200b

1. Ensure that all family members active in the company involved in the process of defining core values.
2. Consider participation of non-family managers.
3. aside time to meet weekly. Probably will need three or four sessions of two hours. Make sure the meeting ran smoothly.
4. Using both problem-solving techniques such as brainstorming to get an open discussion of fundamental values.
5. When everyone is ready, begin to narrow the list of possible values \u200b\u200bto the four or five most important for the participants.
6. Set for each value-encompassing principle. Write a statement for each value of defining, for example, "Integrity: Our commitment to be consistent and fair in all our business decisions."
7. Consider holding meetings with small groups of employees to discuss the validity of the values \u200b\u200bfrom the point of view of daily work.
8. Try to integrate the values \u200b\u200bon day to day. Ask participants how the company should discuss the values \u200b\u200bwith employees. Some families establish an open forum in which leaders propose values \u200b\u200band explain how it reached them. Others put a report in circulation and hanging at the entrance to the company, others even printed on coffee cups.

most important thing is that the fundamental principles are alive in the daily operations of the company. A process of establishment of core values \u200b\u200bsuccessful end when both household and employees feel safer thanks to a clear business philosophy and strong. It is worth remarking that the exercise of defining the core values \u200b\u200bhas the potential to unite family and nonfamily employees. Values fundamental explicitly state what one feels and is made in the company implicitly. It also allows family members and employees to recognize when they are treading uncertain ground. The actual task of establishing core values \u200b\u200bwill enhance the feeling of unity in the team, and therefore performance.

Make a mission statement

The process of writing a draft mission statement is similar to fundamental values. Participants tend to be the same and the requirements in time are similar. The interesting thing about this exercise is that it gives employees the opportunity to identify what in that the company should focus. Many family businesses are successful because they have been able to find a space in which their talents and services are highly valued and trustworthy, rather than pursue opportunities to engage in random or short-term objectives. That we call a singularity. Baseball teams that win the World Series not only concentrate on winning the game next week. Also try not to be distracted by comparisons between teams fighting for titles or even lower. Its mission is to try to play well regularly and stay focused on what they do best. But ... for a well-defined target group: their unconditional public who come to be the "Client Ideal "Family Business.

Many companies face for wanting to be too many things to many people. In ESC © We call spread or "paper." Create a mission statement that can be applied at work allows family businesses to focus on what they do well and why. Also allows non-family employees clearly understand the mission of the company where they work.

design a strategic plan

shelves of many family businesses are adorned with the remains of strategic plans that are incomplete or have not been implemented. Even when the cost to create them time and money, these masterpieces are like dissertations, only read by their authors. Ideally, a strategic plan is a working document active, indeed, a roadmap for Family Business. To improve the performance of the team there are two areas of strategic planning that should be taken into account: cohesion in the workplace and social cohesion.

In the world of sports has been well established that for a team to remain successful over time there are two attributes that must be present: cohesion in the workplace and social cohesion. Cohesion in the work means to develop goals and strategies identified on which all participants agree and to which all adhere. Social cohesion has to do with the process or the atmosphere in which these objectives should be working out.

A good example is provided by the men's team hockey at Boston University in the year 95. At the start of the season players and coaches got together and agreed that their main task was to win the NCAA championship. Throughout the season, a defeat or a player is injured he will never stop being concentrated in the greater goal.

Although the team had done well last year, joined a number of new processes to modify the environment in an attempt to better social cohesion. The team met often, not to skate on the ice but to talk about how to work better together. Also, each player is committed to giving even a little more of himself in every practice and in games. These group activities and personal commitments created greater social cohesion. As the season progressed, the older players who had been on the team last year agreed that "felt closer to this group of guys." In the end, the team won the championship.

a family business may have, for instance, computer programmers more bright and talented in their sector, but if you do not get along or work well together because of competitiveness or their big egos, might end up putting their personal interests above those of the company. Before long the individual has such an influence on the company that something has to change. The atmosphere becomes toxic and employees leave. The least that can happen if the cohesion and social work are not taken into account is that workers are confused by a certain ambivalence in the workplace. They come to work only for wages, and their contribution will be completely mediocre. In business, cohesion in the workplace is reduced to provide financial and technical objectives. These are most effective when woven together with the overall business strategy.

methodologically in order to achieve cohesion and social work, © ESC offers several tools family businesses, which come in the form of consultancies, workshops, interventions to large groups or coaching.

The following five steps carried out by family and nonfamily employees may be helpful:

1. Establish training sessions for all employees so they can assimilate and understand what the objectives financial and technical means to them.
2. encourage managers to organize strategic planning meetings with members of his department to establish departmental objectives, which in turn, reinforce the overall objectives.
3. Make managers establish programs for reviewing the performance of their departments so that employees can individually set their personal goals thereby enhancing the overall department and company.
4. Working out monthly monitoring of strategic planning to determine which points planned works and what other falls short.
5. that managers report monthly to the employees of his department on issues related to performance.
6. Given the case that there is no expected progress, you should seek advice from a specialist in ESC ©

Create special teams to address the issues or urgent

a family enterprise is a complex system. Most of the working day takes dealing with business problems, orders or customer complaints or problems related to the workplace as employees' needs, productivity or leisure. However, there are many issues that never touch because it seems that there is never time. The morale of the employees, solving technical problems and the issue of communication, are typical examples of issues that go into the bedroom to be addressed "later". Special teams to address the issues or urgent are a great way to find time and resources to resolve such issues, neglected, can undermine social cohesion, the mission of a company and even their core values. A team to address the issues or urgent is established for a limited period and to solve a specific topic.

Here's a guide to creating a team to address the issues or urgent:

1. Limit the team to five or six people who are experts in the field. Include a family member if it deems appropriate in view of the topic concerned.
2. Put together individuals from different areas who are able to understand the issue from different viewpoints.
3. Limit meetings to one hour.
4. Reach agreement on the number of meetings had been necessary to develop a plan or proposal for management.
5. Control time and monitor the next steps, including dates and names of those responsible.
6. name a spokesperson whose mission is to keep the company management informed on developments and progress of the team.
7. Encourage the staff to talk about the process of participating in the team for the resolution of pending or urgent matters, as well as the feelings and responsibilities to be part of it entails.
8. Ensure that all employees are aware of the existence of the team and its meetings, as well as who to contact in case you have ideas, suggestions or comments.
9. Make address shows signs of recognition and support to the team's efforts, both in process and once achieved its objective.
10. Make take into consideration the direction and implement the suggestions and findings of the team.

The teams for the resolution of pending or urgent matters are a great way to involve many able and conscientious employees in solving business problems and challenges. They can provide great moral strength and lead to successful business activities.

The establishment of an organization oriented toward teamwork can benefit a family business in very different ways. The fundamental values, mission statement, strategic plan and special teams for the resolution of pending or urgent matters can help create an environment of collaboration, mutual admiration and common goals. Any organization can implement these valuable tools is on the way to increase performance.