Guardians of growth: True power is earned, not inherited
ILLUSTRATION BY RUTH MACAPAGAL
Family businesses are the backbone of economies worldwide, embodying a rich legacy of entrepreneurship, innovation and resilience.
Family businesses constitute a large portion of our client base, and my team and I have been supporting family business conglomerates and their owners around the globe for countless years.
In our global experience we have seen that one of the unique challenges faced by family-owned enterprises is the delicate balance between familial ties and professional competence.
In many cases, the temptation to appoint relatives to key leadership positions can lead to detrimental outcomes for the business and its stakeholders.
What are the pitfalls of nepotism in family businesses and the negative consequences of placing unqualified relatives in positions of power?
The allure
One of the primary drivers of nepotism is the assumption that family members inherently possess loyalty, trustworthiness and a deep understanding of the business’s values and culture.
While these qualities may indeed be present in some cases, they do not necessarily translate into the skills and capabilities required to excel in leadership roles.
In fact, the expectation of loyalty and favoritism can sometimes lead to complacency and a sense of entitlement among family members, undermining meritocracy and accountability within the organization.
When unqualified relatives are placed in leadership roles, they may lack the necessary expertise, experience and skills to effectively manage and grow the business. This can lead to strategic missteps, operational inefficiencies, and missed opportunities for innovation and growth.
Furthermore, unqualified leadership can create a culture of mediocrity within the organization, where meritocracy is replaced by nepotism and performance is judged based on familial ties rather than objective criteria.
This can stifle creativity, innovation, and healthy competition, leading to stagnation and decline over time.
Negative consequences
• Incompetence Unqualified family members may lack the necessary skills and knowledge to effectively perform their roles, resulting in poor decision-making, inefficient operations and overall incompetence.
• Decreased productivity Incompetence can lead to decreased productivity within the business as tasks may take longer to complete or may be done incorrectly, causing delays and errors.
• Loss of competitiveness A lack of qualified leadership can hinder the company’s ability to innovate, adapt to changes in the market and compete effectively against other businesses in the industry.
• Resentment among employees Qualified employees may feel frustrated and demotivated if they perceive that unqualified family members are receiving preferential treatment or are occupying positions that they are not suited for based on merit.
• Loss of credibility and trust When unqualified family members are placed in leadership positions based solely on their familial connections rather than their skills and qualifications, it can erode the credibility and trust of both internal and external stakeholders.
• Financial losses Poor decision-making and mismanagement by unqualified family members can result in financial losses for the business, impacting its profitability and long-term viability.
• Strained family relationships Conflicts may arise within the family due to disagreements over the management of the business, leading to strained relationships and potential rifts that can extend beyond the business environment.
• Succession challenges If unqualified family members are groomed for leadership positions without adequate preparation or merit-based selection, it can create challenges in succession planning and hinder the long-term sustainability of the business.
‘Earned’ power
To avoid having unqualified family members in high positions within a family business, you can implement several strategies, including these 10.
• Establish clear criteria for positions Define specific qualifications, skills and experience required for each high-level position within the company. This can include educational background, relevant work experience, leadership abilities and industry knowledge.
• External experts and advisors Have external experts and advisors evaluate the aptitude of a family member, not someone else from within the family. This ensures neutrality.
• Implement a rigorous selection process Develop a thorough and transparent selection process that includes multiple stages such as application screening, interviews, assessments and reference checks. Ensure that all candidates, including family members, are evaluated based on merit and alignment with the established criteria.
• Utilize outside experts Seek the expertise of external consultants, advisors, or industry professionals to provide unbiased evaluations of candidates’ capabilities and suitability for high-level positions.
• Provide professional development opportunities Invest in the professional development of family members who aspire to leadership roles within the business. Offer training programs, mentorship, and opportunities for skill-building to help them acquire the necessary qualifications and expertise.
• Encourage external experience Encourage family members to gain relevant experience outside of the family business before assuming high-level positions. Working in other companies or industries can provide valuable insights, skills and perspectives that can enhance their effectiveness as leaders.
• Promote a culture of meritocracy Foster a culture where advancement and rewards are based on merit, performance and contribution rather than family ties or nepotism. Communicate the importance of meritocracy and fairness in all aspects of the business.
• Establish a succession plan Develop a clear succession plan that outlines the process for selecting and preparing future leaders of the family business. This plan should include criteria for evaluating potential successors, timelines for transition and mechanisms for addressing any gaps in qualifications or experience.
• Create governance structures Implement governance structures such as advisory boards or independent boards of directors to provide oversight and guidance on matters related to leadership succession, talent management and corporate governance. These structures can help ensure accountability and prevent the undue influence of family dynamics in decision-making.
• Regular performance evaluations Conduct regular performance evaluations for all employees, including family members in leadership positions, to assess their effectiveness, identify areas for improvement and provide constructive feedback. Performance evaluations should be based on objective criteria and conducted by qualified assessors. INQ
Tom Oliver, a “global management guru” (Bloomberg), is the chair of The Tom Oliver Group, the trusted advisor and counselor to many of the world’s most influential family businesses, medium-sized enterprises, market leaders and global conglomerates. For more information and inquiries: www.TomOliverGroup.com or email [email protected].
