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Millionaire Psychology: The Universe Will Not Reward You Physically Until You Believe It Mentally
You need to understand that as you program your mind and ask yourself do you accept negative suggestions in your mind and when people say, "Well I can't" or "That's too hard" or "I'll fail" or "Why try" and "Nobody cares", makes a huge difference on how your mind works and your subconscious mind, if your telling yourself that you can't do it and when you have that voice that I call the internal heckler, that heckler inside you that tells you that you can't do it. It is important t

have to bear in mind that job evaluations are done under emotional parameters. That is to say, whenever a relative is hired, it is very difficult to punish lackluster performance, a poor job. Because an emotional cost is paid, a “happiness” cost.

In a nutshell, a family-owned business maintains a delicate balance between happiness and efficiency, profitability and affection. As the business grows, its owners must try to gently tip the balance to one side. Because it is impossible to simultaneously achieve maximum profitability and maximum happiness, and make the growing family’s entire happiness depend on one particular business.

In the next part of this interview, we’ll talk about problems that may arise in a family-owned business

Prescription for the Future and Technological Revolutions
The world sure has changed in the last two-decades hasn’t it? When I started out in business, there were no cell phones, fax machines, computers, etc. And I am not that old, having just retired at age 40. Indeed, in the better part of two-decades everything changed. And it is still changing and moving along. What will the next two-decades bring? You can probably figure it out with a little thought and watching the trends, new discoveries and think of what kinds of things the milit

Business management in family-owned companies is conditioned, as in any other company, by economic and organizational factors, but also by emotional issues.
It so happens that a very large percentage of automotive dealerships around the world happen to be family-owned businesses. Having said that, there are a great many issues concerning family-owned companies, mainly regarding succession and management, which must be dealt with so that the company can accomplish the goals that the family sets.
This the first in a series of articles titled “Common Problems in Family-owned Businesses” based on an interview between J.C. Aimetta, an expert and coach who specializes in family-owned companies, and Al McClymont, CEO of Autologica Dealer Management Systems.
J.C. Aimetta is 46 years old and has dedicated the past 15 to helping owners and directors of over 65 family-owned small and medium-sized businesses manage growth, professionalize their management and prevent problems with succession. He has been a negotiator in family conflicts and in the sale of family-owned businesses. Mr. Aimetta teaches the subject in graduate and post-graduate courses in 3 Argentine universities, and has given conferences in Panama, Guatemala, El Salvador, Costa Rica, Colombia, Ecuador and Venezuela.
Here are some thoughts that emerged from the interview.
Al McClymont: I know this is a broad subject to be treated in such a short time, but I hope we can go through some of the main points. The first thing I would like to ask you is: What do you think are the main reasons a family-owned business can fail?
J.C. Aimetta: Well, the main reason is that the owner and manager roles get mixed up. Thus, an endless number of confusions occur as regards to who is the owner and who is the manager, the administrator.
For most family businesses the role is only one. Therefore, whenever you ask someone, Why do you run this business?, the answer is: Because it is mine. And what empowers you to run the business? The fact that it is mine.
Al McClymont: It’s also important to analyze this from a management and operational point of view side, for example, when the sons and daughters of the owners reach an age appropriate for them to work in the company.
J.C. Aimetta: Well, what happens is that the new generations evolve and the children inherit the same notion, and believe that they can manage the business simply because they own it. As the children are generally more, two, three, four… a company cannot have four managers. And it is at this moment that most confusions arise.
Another thing to bear in mind is that in the long run the family always grows more than the company. In other words, there are more people intending to live from a business that is not growing as fast as the family. If we also consider the in-laws that sometimes, not always, want to work in the family business, conflicts may arise.
Furthermore, we have to bear in mind that job evaluations are done under emotional parameters. That is to say, whenever a relative is hired, it is very difficult to punish lackluster performance, a poor job. Because an emotional cost is paid, a “happiness” cost.
In a nutshell, a family-owned business maintains a delicate balance between happiness and efficiency, profitability and affection. As the business grows, its owners must try to gently tip the balance to one side. Because it is impossible to simultaneously achieve maximum profitability and maximum happiness, and make the growing family’s entire happiness depend on one particular business.
In the next part of this interview, we’ll talk about problems that may arise in a family-owned business w
Business Owner's Manifesto: Must Do's
A GOOD INVESTMENT – I am the Leader of this business and am responsible to see that the business is treated and evaluated on the same basis as any business investment I might make, both in terms of time and money invested. I may have paid managers and staff to perform some or even all of the day-to-day tasks, but ensuring an adequate return on investment (blood, sweat and money) is my responsibility and my responsibility alone.ACHIEVING SECURITY/ROI – I recognize that ther
ement Systems.
J.C. Aimetta is 46 years old and has dedicated the past 15 to helping owners and directors of over 65 family-owned small and medium-sized businesses manage growth, professionalize their management and prevent problems with succession. He has been a negotiator in family conflicts and in the sale of family-owned businesses. Mr. Aimetta teaches the subject in graduate and post-graduate courses in 3 Argentine universities, and has given conferences in Panama, Guatemala, El Salvador, Costa Rica, Colombia, Ecuador and Venezuela.
Here are some thoughts that emerged from the interview.
Al McClymont: I know this is a broad subject to be treated in such a short time, but I hope we can go through some of the main points. The first thing I would like to ask you is: What do you think are the main reasons a family-owned business can fail?
J.C. Aimetta: Well, the main reason is that the owner and manager roles get mixed up. Thus, an endless number of confusions occur as regards to who is the owner and who is the manager, the administrator.
For most family businesses the role is only one. Therefore, whenever you ask someone, Why do you run this business?, the answer is: Because it is mine. And what empowers you to run the business? The fact that it is mine.
Al McClymont: It’s also important to analyze this from a management and operational point of view side, for example, when the sons and daughters of the owners reach an age appropriate for them to work in the company.
J.C. Aimetta: Well, what happens is that the new generations evolve and the children inherit the same notion, and believe that they can manage the business simply because they own it. As the children are generally more, two, three, four… a company cannot have four managers. And it is at this moment that most confusions arise.
Another thing to bear in mind is that in the long run the family always grows more than the company. In other words, there are more people intending to live from a business that is not growing as fast as the family. If we also consider the in-laws that sometimes, not always, want to work in the family business, conflicts may arise.
Furthermore, we have to bear in mind that job evaluations are done under emotional parameters. That is to say, whenever a relative is hired, it is very difficult to punish lackluster performance, a poor job. Because an emotional cost is paid, a “happiness” cost.
In a nutshell, a family-owned business maintains a delicate balance between happiness and efficiency, profitability and affection. As the business grows, its owners must try to gently tip the balance to one side. Because it is impossible to simultaneously achieve maximum profitability and maximum happiness, and make the growing family’s entire happiness depend on one particular business.
In the next part of this interview, we’ll talk about problems that may arise in a family-owned business
Learning from Your Employees' and Customers' Complaints
Listening to complaints, whether they're reasonable or not, is a part of every manager's job. Sometimes complaints can be overwhelming. However, by taking them in stride with an open mind, we can learn much from our employees' and customers' feelings about the workplace.After all, a complaint is nothing more that a person telling you that his (or her) needs haven't been met. As dissatisfied customers, they are giving us a second chance to correct something that should have
. The first thing I would like to ask you is: What do you think are the main reasons a family-owned business can fail?
J.C. Aimetta: Well, the main reason is that the owner and manager roles get mixed up. Thus, an endless number of confusions occur as regards to who is the owner and who is the manager, the administrator.
For most family businesses the role is only one. Therefore, whenever you ask someone, Why do you run this business?, the answer is: Because it is mine. And what empowers you to run the business? The fact that it is mine.
Al McClymont: It’s also important to analyze this from a management and operational point of view side, for example, when the sons and daughters of the owners reach an age appropriate for them to work in the company.
J.C. Aimetta: Well, what happens is that the new generations evolve and the children inherit the same notion, and believe that they can manage the business simply because they own it. As the children are generally more, two, three, four… a company cannot have four managers. And it is at this moment that most confusions arise.
Another thing to bear in mind is that in the long run the family always grows more than the company. In other words, there are more people intending to live from a business that is not growing as fast as the family. If we also consider the in-laws that sometimes, not always, want to work in the family business, conflicts may arise.
Furthermore, we have to bear in mind that job evaluations are done under emotional parameters. That is to say, whenever a relative is hired, it is very difficult to punish lackluster performance, a poor job. Because an emotional cost is paid, a “happiness” cost.
In a nutshell, a family-owned business maintains a delicate balance between happiness and efficiency, profitability and affection. As the business grows, its owners must try to gently tip the balance to one side. Because it is impossible to simultaneously achieve maximum profitability and maximum happiness, and make the growing family’s entire happiness depend on one particular business.
In the next part of this interview, we’ll talk about problems that may arise in a family-owned business
Exit Statement or Leaving Story?
An exit statement or leaving story helps to protect you from the emotions of a difficult job loss. Even if you left your previous job of your own accord and it was your own decision, you should still make sure you can explain what happened.If there was a redundancy or downsizing that cost you your job, the danger in being reminded of it by an interview question is that the emotions can surface inappropriately leaving you thinking about the whys and wherefores rather than th
ach an age appropriate for them to work in the company.
J.C. Aimetta: Well, what happens is that the new generations evolve and the children inherit the same notion, and believe that they can manage the business simply because they own it. As the children are generally more, two, three, four… a company cannot have four managers. And it is at this moment that most confusions arise.
Another thing to bear in mind is that in the long run the family always grows more than the company. In other words, there are more people intending to live from a business that is not growing as fast as the family. If we also consider the in-laws that sometimes, not always, want to work in the family business, conflicts may arise.
Furthermore, we have to bear in mind that job evaluations are done under emotional parameters. That is to say, whenever a relative is hired, it is very difficult to punish lackluster performance, a poor job. Because an emotional cost is paid, a “happiness” cost.
In a nutshell, a family-owned business maintains a delicate balance between happiness and efficiency, profitability and affection. As the business grows, its owners must try to gently tip the balance to one side. Because it is impossible to simultaneously achieve maximum profitability and maximum happiness, and make the growing family’s entire happiness depend on one particular business.
In the next part of this interview, we’ll talk about problems that may arise in a family-owned business
Career Success Through Engagement at Work
Several years ago, a friend shared the story of a sojourner who came upon three individuals working with stone.Curious about what the workers were doing, the traveler approached the first worker and asked, “What are you doing with these stones?” Without hesitation the worker quickly responded, “I am a stone cutter and I am cutting stones.” Not satisfied with this answer, the traveler approached the second worker and asked the same question. The second worker paused for a m
have to bear in mind that job evaluations are done under emotional parameters. That is to say, whenever a relative is hired, it is very difficult to punish lackluster performance, a poor job. Because an emotional cost is paid, a “happiness” cost.
In a nutshell, a family-owned business maintains a delicate balance between happiness and efficiency, profitability and affection. As the business grows, its owners must try to gently tip the balance to one side. Because it is impossible to simultaneously achieve maximum profitability and maximum happiness, and make the growing family’s entire happiness depend on one particular business.
In the next part of this interview, we’ll talk about problems that may arise in a family-owned business when one family member wants to sell their share of the company.
© 2006 Autologica SA

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