The biggest mistake of the boss in family companies: not being able to stop control

 Neden Why is institutionalization in family businesses blocked? Perhaps the boss cannot quit control… Strong leadership is those who choose to grow by sharing.
One of the most critical problems that prevent success in family companies is that the boss cannot leave control. In the process of institutionalization, this does not only cause the company to be prevented from growth, but also damages the loyalty of future generations to the company. "Failure to stop control" is a common syndrome in family companies, and in this article we will discuss the causes, effects and solutions of this error in detail.
Where does the boss's control obsession come from?
The basis of the obsession of control lies in the habit of "catching up everything" from the first days in the company. In the years he first started, the boss signed every decision and he was interested in every crisis. However, as the company grows, this model becomes dysfunctional.
When a manager intervenes at everything, teams avoid taking responsibility over time. A insecurity environment occurs and especially the second generation feels just like the "throne candidate". This blocks the way of institutionalization.
The effects of inability to release control
are multidimensional effects of the boss's failure to handle control:
1. Decision -making process slows down: A structure that should be the boss's approval loses its flexibility.
2. Manager does not grow: Middle and upper level managers do not dare to make decisions.
3. Future generations become passive: Young people become only audiences, they cannot find a development area.
4. Motivation decreases: It is felt that the contribution of employees is not valuable.
All of this threatens the company's long -term growth and continuity.
The importance of institutionalization in family companies
is a critical process for institutionalization and family businesses to walk safely to the future. However, this process requires the boss to quit control and share the powers.
The basic elements of institutionalization are as follows:
• Authorization: The boss should transfer other decisions to professionals at certain levels, except for strategic decisions (!).
• Systemal Structure: Everything must be carried out with defined systems, not by the boss decision.
• Performance -based evaluation: Everyone should be evaluated according to performance, whether or not family members.
What should the boss do?
1. Learn to trust: There will be mistakes, but this is part of the development.
2. Mentoring should be the role of mentoring: withdrawal from tactical works and adopt a strategic leadership.
3. Increase transparency: It should be ensured that information is spread to the team instead of turning only around the boss.
4. Recognition to managers: There is no development without the freedom to make decisions and making mistakes.
Conclusion: Leaving control is not to
lose control in family companies does not mean giving up the power. On the contrary, this step gives the company a great momentum. By revealing the power of professionals, the vision of the boss sits on a more robust basis.
Let's not forget: Trusting is the most important step of institutionalization

 

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