To be effective, leaders in a modern business need to focus on three key areas: harnessing changes in technology, adopting best practice management techniques and more sophisticated systems to manage people as the business grows.
The transfer of such expertise between generations can be limited by the abilities of the current owners. Emerging leaders often require insights and ideas not necessarily available from those who grew the business to its present stage. So it’s worth reflecting on the value of involving a mentor as part of a professional development programme.
Using a mentor offers subtle differences to the traditional approach to training. Effective mentors grow the people they work with by modelling desired skills and attitudes, ensuring accountability and setting clear performance expectations. This should be supported by their belief in the aspirations and capabilities of the person they are helping develop.
This independent approach is enhanced by frank but constructive evaluation. It involves transfer of skills through a combination of inspiration and education. This will ideally draw on their own experience as well as formal training to pass on new ways.
Mentors encourage those reaching for new horizons to take responsibility for their own development and respond to challenges while supporting them to the next level. This replaces the traditional ‘teacher – student’ relationship with greater emphasis on collaboration. I have seen mentoring make outstanding contributions to developing the abilities of families in business. Using external input recognises the reality that parents can only go so far in developing their adult children. There comes a time when it is better to rely on a third party to break through barriers. This can be vital to protect personal relationships while challenging family staff to grow. It offers parents the opportunity to step back, observe and encourage.
The mentor role is similar to an apprenticeship, like a ‘finishing school’ that builds on all the development and education to date. Accompanied by participation in the right courses, conferences and exchanges with other businesses it can have a powerful impact.
Success depends on choosing the right person as mentor. Regardless of their academic or practical background, effective mentors need interpersonal and motivational skills along with credibility from achievements that inspire and challenge those they work with. Candidates could range from professionals supporting the business to friends, associates or industry leaders. They need to be in touch with technology and best practice so they can show as much as teach their protégés.
I judge the quality of relationships within a family business as much by the calibre of their personal relationships as the effectiveness of their working relationships. This ability to separate personal and professional relationships is fundamental to generating the satisfaction and synergy that comes out of families working together.
It brings me great satisfaction to see the families I work with growing this way. It is a real credit to the parents as leaders in business that they invest in the right professional support to make that possible.
• Kerry Ryan is a New Zealand agribusiness consultant. www.kerryryan.co.nz.
