Family Myths and the Interim Manager.
About 85% of Italian economic activity is managed by family businesses and the presence of the family plays a decisive role in many SMEs, myths are important.
Family myths have created a common culture, a common vision and internal cohesion but they can constitute a barrier to the external world and strong resistance to change. Myths can be a bridge from the past to the present, influencing roles and behaviours. but sometimes these rules have their origins in traumatic family events and can transmit dysfunctional behaviours to the new generation.
Unfortunately, the identification of the entrepreneur with the company prevents a natural adaptation of the organization. The interim manager should often create "discontinuity" from past cultural rules, for the evolution of the company. The interim manager is a "change agent", so it can be strategic to understand the "family myths" and the underlying dynamics that could block the development and, sometimes the survival of the company itself.
The interim manager should open the "Pandora's box" and discover these myths, but with great caution, because they touch the very heart of the family.
The myth of martyrdom
The martyr has created his identity around the idea that he is obliged to do things he does not want to do but without him, the world does not go on. He works 12 hours a day because no one else can do the job well and he will never retire for the same reason. Usually, the real reason is that martyrs like work and do not want to lose control. Where there is a martyr, the company is destined to great difficulties in the family succession.
The myth of harmony
Some families insist that "everything goes well" both in the family and in the company, even when there are clear conflicts. The false harmony presented to the outside world prevents the resolution of the underlying conflict between family members. This problem is aggravated in the second generation when children are called to participate in this myth: they can join or rebel against the family rule.
You begin to understand a system when you try to change it, so the myth of harmony is typically identified when the interim manager begins to change the delegation of responsibility and company reporting
The myth of the Messiah
In the imagination of some families, there is an external figure that will arrive to solve all problems, and ideally without changing the “status quo” of the company or family. One who finds himself acting on these assumptions is doomed to failure from day one. A clear signal that the Messiah is present is when the family write a "job description", based on the positive attributes of the CEO and other key players, they confuse the role of the interim with the project itself. The failure of the project can unify the family against the external world and reinforce negative behaviour. If this situation seems absurd, just look at the turnover of top managers in family businesses to change your mind. To win against the Messiah the interim manager must redefine expectations from the beginning, and give substance to the project and the objectives.
The myth of the stereotype
This myth defines a specific role for each member of the family, this myth also brings resistances to change. For example, the first male child is destined for the position of CEO, irrespective of suitablity. The Interim Manager must have a holistic view of the company, the role puts into question old stereotypes to exploit the true human potential of the enterprise.
The myth of the scapegoat
Transferring all the faults of the company on the head of a person allows the family not to discuss the true cause of the problem. For example, a company that is in serious difficulty due to the mistakes of the entrepreneur could deviate the responsibility to another family member. As in other cases, the myth serves to hide underlying problems. The scapegoat could even accept the designated role to relax the family tension and create harmony.
The Interim Manager must be aware that myths are important for the family and must be identified and respected.
Jonathan Selby
References:
“Family Businesses”, E. Poza
“Family Business on the Couch”, Kets de Vries
“Business Psychology and Organizational Behaviour”, E. McKenna
“The Relationship between the Entrepreur and the Interim Manager”, J.Selby