To run family business is an advantage with challenges. One needs to balance business with relationship. We provide learning solutions based on requirements of each family run organisation. The program is designed for family members who run the organisation.

OBJECTIVES:
  1. To upgrade knowledge and skills of group members with respect to manage themselves at individual and group level
  2. To help them improve as team and perform well
  3. To establish synergy and cohesiveness for short term and long term
  4. To help them develop interpersonal sensitivity for each other
  5. To help them establish norms for group effectiveness for short term and long term
  6. To help them design road map for coming two decades
  7. To help them identify related and non-related diversification opportunities
  8. To help them lead the group effectively for better growth
SESSION OUTLINE

PART I EXCELLENCE IN FAMILY BUSINESS/PARTNERSHIP BUSINESS

Session 1   FAMILY BUSINESS/PARTNERSHIP BUSINESS

  1. Why family business
  2. Partnership business
  3. Benefits of partnership business
  4. Challenges of partnership business
  5. Structural management in partnership business
  6. Business complexity
  7. Partnership complexity
  8. Managing complexity
  9. Role of individuals in partnership business
  10. Effects of good governance in partnership business

Session 2   FAMILY BUSINESS MANAGEMENT – I

  1. Family team model
  2. Emperor model
  3. Captain model
  4. Professional family model
  5. Complete professional model
  6. Corporate model
  7. Mindset and structure
  8. Ownership and management

Session 3   FAMILY BUSINESS MANAGEMENT – II

  1. Work differentiation
  2. Ownership recognition
  3. Individual accountability and group accountability
  4. Professionalism of management practices
  5. Information structuring
  6. Explicitation of rules and norms of group
  7. Entrepreneurial capabilities
  8. Strengths of group
  9. Unique selling proposition and Core competencies of group

Session 4 MANAGING UNMANAGEABLES IN FAMILY BUSINESS

  1. Probable areas of disputes in family business
  2. Governance structure
  3. Worst practices: learning from disasters
  4. Creating dispute resolution platform and defining practices
  5. Role of majority and minority stakeholders
  6. Managing emotions effectively
  7. Taking pragmatic and practical approach for group growth
  8. Creating long term orientation by achieving short term growth

PART II INDIVIDUAL EXCELLENCE

Session 5   ROLE OF VALUES IN FAMILY BUSINESS

  1. The notion of values
  2. Specific values in family business
  3. Individual values versus business values
  4. Entrepreneurial journey of members in family business
  5. Pains of entrepreneurship in partnership business
  6. Traits of an entrepreneur
  7. Role of first generation entrepreneur in business
  8. Family unity
  9. Summing up personal values, family values, and business values

Session 6   ROLE OF INDIVIDUALS – FROM SHORT TO LONG TERM

  1. Profiling of individuals against role given to them
  2. Relationship among individuals – individual, sub-group, and group as a whole
  3. Motivation and expectations of individuals
  4. Value creation by individuals for group
  5. Different roles played by individuals – creator to destroyer, problem creator to problem solver, indifferent to change driver etc.
  6. Instilling commitment from individuals for group
  7. Individual focused vision, family focused vision, business focused vision, or legacy focused vision
  8. Attitude, skills, knowledge and competencies of individuals

PART III   INDIVIDUAL PERFORMANCE

Session 7   DEFINING CURRENT LEVEL OF PERFORMANCE

  1. Role identity
  2. Defining functional and managerial role
  3. Developing system orientation for measuring and guiding performance
  4. Reviewing performance with critical feedback
  5. Defining achievable for a week, month, quarter, half-year, and year
  6. Openness, peer guidance and enhancement

Session 8   DEFINING NEXT LEVEL OF PERFORMANCE

  1. Benchmarking – within group and outside group
  2. Defining role model
  3. Excellence through positive image of oneself, group, and overall
  4. Locus of control – internal or external
  5. Orientation: achievement, need, power
  6. Defining next level of achievable – at functional and group

PART IV   MOVING BEYOND INDIVIDUAL

Session 9   ESSENTIALS FOR EFFECTIVE TEAM

  1. Competence: everyone bringing something that the team needs
  2. Why every team needs a clear goal and associated performance matrix?
  3. Why commitment to common goal is essential?
  4. Why every member must contribute and every member must benefit?
  5. Aligning team goals with organisation vision
  6. Acknowledging diversity and differences
  7. Acknowledging roles given to each member
  8. Honoring the norms of the group to address differences

Session 10   TEAM: DELIVERING BEYOND INDIVIDUAL CAPACITY

  1. Defining advantage of being in a team clearly
  2. Trust beyond words
  3. Action beyond thoughts
  4. Thoughts beyond time
  5. Inter-dependence for excellence – self-reliance for confidence
  6. Defining horizon for performance

PART V   COMMITMENT TOWARDS LEGACY

Session 11   PURPOSE OF GROUP

  1. The business imperatives
  2. The leadership imperatives
  3. The talent imperatives
  4. The learning imperatives
  5. Chief Operating Officer – Grow, grow, grow
  6. Chief Sales Officer – Sale, sale, sale
  7. Chief Construction Officer – Build, build, build
  8. Chief Finance Officer – money, money, money
  9. Chief Process Officer – Process, execution, improvement, design
  10. Chief Technology Officer – Navigation, change, implementation
  11. Chief Governance Officer – Governance Processes, Conflict Resolution Best Governance

Session 12   THE NUMBERS

  1. Defining business growth for next 10 years
  2. Identifying key success projects – for 2/3 years cycle each
  3. Identifying long term responsibilities
  4. Preparing matrix to gauge progress

For more information, please write to Shital@GrowthCatalystIndia.com.

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