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Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

O4-A1 Manual for trainers for the accreditation of competences related to family businesses Author: Business Owners Consortium Written by SMC UGT CyL

Date: 16/12/2016 Disclaimer This project has been funded with support from the European Commission. This publication [communication] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

1. - Introduction: As part of the project Business Owners, we have developed this manual so that you, as a teacher, enforce the skills of those future owners of a business. Therefore the aim of the project is to boost and improve the skills of future successors of the family business, as well as weaknesses within Member or successors of the family business are identified. So as a teacher, you must guide their training and skills they have concerns towards that and what they should improve or increase. Therefore, as populationÂ´s groups targeted by this project, are young people, heirs and workers in a family business that might happen to their parents or relatives, or be potential successors of family business? For doing this, you need to invite and encourage them to improve their skills, necessary to continue the family business, improving it if it was necessary. And if that is not possible to continue the family business to seek possibilities for improving occupationally out of that business, contributing with his/her experience in another family business and working as an outside consultant. Therefore the structure of the course will be based on strengthening these four qualities that we believe are necessary, and you have to focus on these four modules: * Leadership * Entrepreneurship * Family Business-Internal Dynamics * Interpersonal Skills ( Ownership) * Manager Position * External Consultant

MAIN WORK SCHEME

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

COMMON BASIC KNOWLEGDE TOPICS COMMON BASIC KNOWLEGDE TOPICS

MODULE 1 .- LEADERSHIP MODULE 2.- ENTERPRENEUSHIP 2.1.-FAMILY BUSINESS-INTERNAL DINAMIC 2.2.-INTERPERSONAL SKILLS/ OWNERSHIP

SPECIFIC ROLE COMPETENSES

MODULE 3.- MANAGER POSITION

SPECIFIC ROLE COMPETENSES

MODULE 4.- EXTERNAL CONSULTAN

SPECIFIC ROLE COMPETENSES

2. MAIN COURSE OBJECTIVES: OBJECTIVE 1: Find the skills of future heirs of the family business. OBJECTIVE 2: To increase and encourage these skills in the case that future students of the modules are self-assess by themselves and they understand who or what skills they have and which they need to improve OBJECTIVE 3: Provide students and future heirs of the family business with the opportunity to improve their business, so it could continuity in time.

For this, the teacher will allow students a self-assessment, so they will know their potential, their strengths and weaknesses. Thereby, the teacher could orient them, for studying and formation.

3. STRUCTURE OF THE COURSE:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

The course, which will take place online and will have duration of 40 hours, on an online platform, designed within the project website Business Owners, that will have the following resources and tools for the students could evaluate and expand their knowledge, which they will serve for their future in the company. These comprise of:

1. SELF-EVALUATION: Consisting of 30 questions divided into four modules (Leadership, Entrepreneurship, Manager, and External Consultant) in which students, future business heirs can check what those skills that they would be needed boost. Understanding that the course is aimed at the teacher suggests the possibility of all modules, because training is positive in all areas.

The self-assessment is available in the languages in which the course is designed, Business Owners so that all students from all participating countries as well as English can access the platform and can check their level of knowledge within the sequence Family business.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

The self-assessment is divided into modules, so that each student will be able to know the degree of knowledge they have within the company and each one to face possible leadership, in the event that it intends to continue with the family business, adapt it, or Even working as a director on his own, or working for others. So that the Self-evaluation allows the student to evaluate their interpersonal skills, assess their abilities and check the importance of being formed in order to face the continuity of your family business.

The Self-assessment is divided into those modules, related to the skills and qualities that every good owner of a family business should have and enhance, so each time once the survey is completed and modules are completed. This will tell you what modules need to

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

be done, since where the qualification is low, it will be necessary to make the modules to improve the skills and abilities of a family business owner.

Once the survey is completed, a score will be obtained, along with the suggestion, in which the student should perform all those modules in which he has obtained a low score. Although of course you are encouraged to take the entire course.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

BUSINESS OWNERS GENERAL WORK PLAN

* Leadership * Entrepreneurship * Family Business-Internal Dynamics * Interpersonal Skills ( Ownership) * Manager Position * External Consultant

The first objective is to identify competencies and skills, both in the common and in the specific part. This first block is the theoretical part of the course, in which the student, using selfassessment, manages if he possesses such qualities, skills and competences.

IDENTIFICATION OF SKILLS AND SKILLS. THEORETICAL PART.

Common basic Competences: 1. Leadership: 1.1. Strategic thinking 1.2. Decision making 1.3. Self-motivation and motivation skills 1.4. Ability to manage time, negotiate and delegate 1.5. Ethical values 1.6. Team building 1.7. Communication skills.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

2. Entrepreneurship: 2.1. Management 2.2. Strong determination in pursuing the business goals 2.3. Creativity and Innovation 2.4. Business vision-Entrepreneurial thinking 2.5. Risk assessment 2.6. Adaptability to change: external changes 2.7. Financial and economic expertise 2.8. Ability to assess risks 2.9. Problem solving.

2.1. Family businessinternal dynamics 2.1.1 Flexibility 2.1.2. Adaptability to change: internal changes 2.1.3 Receptiveness.

Specific Role Competences

2.2. The Entrepreneur/Owner 2.2.1.- Internal relationship

2.2.1.A.- Emotional intelligence 2.2.1.B.- Communication skills

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

3. The Manager

3.1. Analytical thinking: setting goals (long and short-term); Setting of priorities 3.2. Public speaking 3.3. Conflict resolution: among owners and/or workers 3.4 Negotiating skills 3.5 Strategic planning and decision making 3.6 Financial and economic skills 3.7 General business management 3.8 HR management 3.9 Tacit knowledge.

4.The Consultant 4.1.Organizational Culture 4.1.1. Adaptability to needs and specific requirements of the family business ́s situation 4.1.2. “Being collaborative” and cooperative with the situation and needs of the family business 4.1.3. Ability to observe the internal relationships and rules 4.1.4. Awareness of business sector.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

ELEARNING MATERIAL. COMMON AND SPECIFIC CONTENTS. PRACTICAL PART.

5.- ADDED INFORMATION : 5.1. Common Basic Contents. E-Learning oriented material SOLICITATIONS TO THINK ABOUT! 5.2. Specific Competences. E-Learning oriented. Solicitations 5.3. Supplement: focused learning material

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

MODULES: As mentioned in previous entries, the course aims to strengthen the competencies and skills necessary for a future company director who inherits this responsibility of the family business to continue with this company, and this company will be assured success in the medium and long term, Since the objective is the preadaptation of the family business and its success in the market. To do this, the students develop four modules focused on powers the skills necessary to carry out this task within the family business. These skills will be entered into the following four modules: 2. - MODULES: A.- COMMON BASIC KNOWLEDGE TOPICS : 1.- Entrepreneurship 2.- Leadership 3.- Family business-internal dynamics ( and interpersonal relationship )

B.- SPECIFIC ROLE COMPETENCES : 1.- Enterpreneurship ( Ownership ) 2.-Manager position 3.- External Consultant

Each module would have this structure: * Definition of the skill of the teacher should be maximized. * Objectives * The Methodology that the teacher will to use. * One or two practice activities, to be used for fixing concepts

In those modules, the teacher will define the necessary skills within the family business. And what skills are necessary to develop or enhance for the familyÂ´s succession has succeed.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

3. ACTIVITIES / ARTICLES / MULTIMEDIA RESOURCES: The course must reinforce those qualities in students, so that the text must be supported in all cases with multimedia resources, so that each module will be supported by a video or example which has consistent with the module to which reference As this project is multinational, all students who perform in their countries will have their own media, free and available examples on the platform.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

MODULE COMMON BASIC KNOWLEDGE TOPICS: MODULE 1 Introduction: Within the course, and respecting the modules that we have defined, the teacher, through self-assessment, has will value the importance of increasing those leadership skills, because they are very necessary in the succession of family businesses. Therefore the ability to develop will be:

1. â&#x20AC;&#x201C; Leadership: In this module, the own student will check in the self-evaluation if he or she has these skills. In all cases, they could develop all modules because, all of them complement them.

A. - Definition:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Leadership is the set of capabilities that a person has to influence the actions of others and decision-making of a particular group; all with the intention to lead others to achieve goals and objectives that can benefit everyone.

We can promote this value in young adults through games and activities to learn to lead.

B. - Objectives (Common basic competences): Learning to Lead 1.1. Strategic thinking 1.2. Decision making 1.3. Self-motivation and motivation skills 1.4. Ability to negotiate 1.5. Ethical values 1.6. Team building 1.7. Communication Skills

1.1.STRATEGIC THINKING Definition: Strategic thinking is being concerned on the future, on the business idea, on the business survival. It has mainly to do with the Company Vision, the Company Mission, the Values, the basic Competitive Business Factors. The company activity pressure is often a threat towards a clean orientation to the future, which should be the best for business success not only in the very immediate term, but also in the middle and wishfully in the long-term. A manufacturing operator should be focused on his own daily or weekly work; a foreman or middle-management manager probably on the monthly or yearly work. The person who needs to be a leader should be focused on the next 3-5 years. This kind of engagement brings him/her to be a motivator for the collaborators and somebody who pulls, rather one who pushes. The important

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

and discriminating aspect is however; to have one idea in one’s mind (the Vision) whichh is acting as a magnet toward the iron, and other sensitive metals. The future should sound for the business members as an attracting show, where they can be the successful actors. 1.2. DECISION MAKING Definition: Decision making means making decisions as more as possible being focused both on the different factors which are dynamically present on the competitive field, and mainly on the TIME factor. A decision is quite always the final part of a process, which virtually proposes several options. The decision maker has to choose amongst two or several alternatives. It is important to take care not just of short-term options, but also – and more and more every once this is possible - in view of the middle and long-term Vision. 1.3. SELF-MOTIVATION AND MOTIVATION SKILLS Definition: The leader must be able to encourage all his/her internal and external collaborators to provide their own energy in view of the business ideal aims and practical objectives. In the last 20-30 years, the globalization has come. This means that we can say the world has become smaller and smaller. Mainly thanks to technologies, and particularly to internet, time is simultaneous everywhere there is an internet connection; and distances have become really “shorter”. Thus, the basic, strategic and potentially most competitive business propeller has become the human role. Thus people’s individual and genuine involvement is strategic, and can make the competitiveness difference. The Business owner must be a people leader and a facilitator of single guys motivation.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

It is important to keep in mind that PEOPLE CANNOT BE MOTIVATED: THEY CAN ONLY SELF-MOTIVATE!. Then the leader’s role is now in proposing to his/her collaborators some objectives and aims that “sound” interesting and worth of genuine engagement for their collaborators… beyond money. Money must alse be there, but is no more enough. 1.4. ABILITY TO MANAGE TIME, TO NEGOTIATE AND DELEGATE Definition: A leader has always today more jobs and more work to do, than s/he can actually perform. Then, s/he must be able to find out and practice some approaches which can help him/her in governing all his/her time action needs 1.4.1. Time management. The basic rule can be summarized as follows: “You should manage your time, not be managed by it!”. Then you need to identify your most important objectives, and behave after their importance priority, not after the sequence they happen to ask for your time. In other words, we can agree with Peter Drucker, a great expert and writer, and the management discipline inventor: “Do the most important things first, and … do not do the second ones... Otherwise you will not be able to do neither the first not the second ones!” 1.4.2. Negotiation. Information and Communication are more and more important today. A leader must be able to manage both information, which is linked to objective data, but mainly communication, which includes a personal approach. Negotiation means to be aware that one cannot always get 100% of one’s goal, but must generally mediate at least a little bit. In negotiation there is the risk to get to a dead point, while things should go ahead. It is important to know that in a negotiation, or in a deal the really important things are not the ones which are openly proposed. They are generally concealed. In other words the expressed reasons are generally not the really important ones. It is necessary to get to the really important ones. Moreover, it is important to avoid “polarization” also called “wall against wall”. Things must go on. In the polarization/radicalization case, it is important to find out a third wayin order to go out of the “wall against wall” trap (after M. Ghazal, UN professional negotiation office worker). 2.4.3. To delegate: Particularly for new entrepreneurs, who often have started their own business mainly thanks to their own energy and ideas, it is a real challenge to learn to delegate. They are used to give orders. However, when the job becomes more complex, they must learn to delegate.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

To delegate correctly means to empower collaborators to take the burden of getting to a final result, to get a goal. It is wrong to delegate only part of an objective. And controlling the delegate person’s job should be done at the end of the process or at least at the end of some steps, which must not be too short. Checking the delegate’s job continuously, during his/her ongoing process action, will end into a delegate’s initiative paralysis. 1.5. ETHICAL VALUES. Definition: Following and practicing ethical values means to be focused not just an the “immediate advantage” (then not just on the short-term), but also on the company reputation (in the middle-long term), This means that sometimes you should avoid doing something which at the moment sounds as economically desirable for the company, in order to keep your image “clean”. A good guide to facilitate the choice in some crucial moments can be this simple warning: “If you don’t want that what you are going to undertake is known, DO NOT DO IT!”. Ethical values are a basic component of the Company Values, which are the intangible but often unique and very competitive heritage of your company. In storm times ethical values become a reliable and reassuring anchor for all the business members. 1.6. TEAMBUILDING. Definition: Teambuilding is the attitude and the set of skills which are needed in order to gather and keep alive in the middle-long-term a business team of selfmotivated people. That is a real life-insurance action for the company future. Building a team implies giving attention to your people; gathering them in workgroups; proposing them and analysing together with them your personal and your business aims and objectives, in order to share them with you. This means: -

to propose a Vision, which should be understood, discussed, then shared as more as possible; your people should feel themselves identified in the company Vision; to clarify the Company Mission, which means to understand and clarify which solutions you are going to propose to actual and potential clients.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

You should do that in order to let the clients be happy to remunerate you and your company by buying your service and your products. to declare and consolidate you and your Company Values, in order to have an anchor on which to count in the stormy times, when the cardinal points of your navigation risk to get lost. To focus on the real Competitive Factors which make your company and business offer to be something unique in the geographic, economic and cultural context (territory and competitive environment) you are working in.

1.7. COMUNICTION SKILLS: Definition: Communication skills are those specific skills whose aim is to let external and internal business people feel “warmly” involved in your objectives. There is a basic difference between Information and Communication. Information is cold: they are data, and formal ways to transfer data of different kind: We could say “In-form-action”. Its basic components are the technical ones. Communication is warm: it means to involve people by sharing ideas, data, aims, ideals. We could say: “In-common-action”. Its basic components are the human ones. In order to practice an effective Communication you should be focused on two aspects at least: 1. The human communication components. It must be clear that human communication has three basic components: - Verbal communication: regarding what we say, the words we pronounce our sentence; - Paraverbal communication: regarding how we say, the way we pronounce our sentence; - Non-verbal communication: regarding what we don’t say, the words we don’t pronounce but which can be deduced from or behaviour. - After several reliable researches, these 3 aspects are composing the final result more or less 1/3 – 1/3 – 1/3. 2. Practicing an effective Communication. In order to practice an effective communication you must do your best in order to use your interlocutor’s cultural and practical code. Sometimes maybe this one will be an elegant English, or French, sometimes a jargon, a dialect language. Moreover, you

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

should try to get a feed-back from your interlocutor, in order to understand whether your message has been correctly decoded, then correctly understood.

C. - Methodology: The teacher understands which member of the family has these characteristics that form the basis of effective leadership. He/she will try to maximize the next features: C.1.-Charisma: You need to be appreciated by others. C.2.-Intelligence: In order to lead, it is necessary to think, measure, analyze and determine the best strategies to meet the goals in the best way (this includes people performing them voluntarily and are motivated). C.-3.-Integrity: Keep in mind the values of the business, as well as the idea of a traditional family business C.-4.-Bravery: It is an interior feature that should always be present. And inside of a family business, who accepts these rolls and who is responsible for accepting the challenges and lead without fear? C.-5.-Objectivity: Must be impartial and listen different opinions without losing neutrality. Perhaps these opinions serve to enhance the objectives, especially when there are changes or conflicts between members of the family, so he or she should be impartial and look for solutions. C.6.- Motivation: This is accompanied by innovation, we must arouse interest in others to get involved with enthusiasm, especially having ideas for renewing the family business for the better. C.7.-Touch: To know the correct place of each member of the family. Also he or she should listen to the senior family member because he or she could give us their experience

D. SHORT REFERENCE FOR STUDENTS IN PPT

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

E. MULTIMEDIA RESOURCES VIDEOS https://www.youtube.com/watch?v=HmngLfNAhCQ https://www.youtube.com/watch?v=SjGwQf_hoWA https://www.youtube.com/watch?v=Ph9-LaRS1bM ARTICLES https://hbr.org/2015/04/leadership-lessons-from-great-familybusinesses

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

MODULE COMMON BASIC KNOWLEDGE TOPICS:

MODULE 2:

Introduction: Within the course, and respecting the modules that have defined the teacher, through selfassessment, valued the importance of increasing those skills as an entrepreneurs, because they are very necessary in the succession of family businesses. Therefore the ability to develop will be:

Entrepreneurship

In this module, the own student will check in the self-evaluation if he or she has these skills. In all cases, they could develop all modules because, all of them complement them.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

A. - Definition: Entrepreneurship is a factor increasingly important in the succession of a family business. In the family business, all members of the family should adapt rapidly to todayâ&#x20AC;&#x2122;s changing world, companies seeking versatile and innovative people who are inside of the family environment, not only have the capacity to adapt, but who can read trends and market demand to propose new ways to connect with him.

For this reason, it would be useful to understand if the family and the rest of the workers would adapt to the follow changes. For the other side, it would be important to renew the family business in the labor market because it will allow continuity in the future.

B. - Objectives: 2.1.- Management : 2.2.- Strong determination in pursuing the business goals 2.3.- Creativity and Innovation 2.4.- Business vision-Entrepreneurial thinking 2.5.- Risk assessment 2.6.- Adaptability to change: external changes 2.7.- Financial and economic expertise 2.8.- Ability to assess risk 2.9.- Problem solving

2.1. Management Definition: the heart management concept is to manage, not to be managed (=very conditioned) by things and circumstances. Managing has three hierarchical basic concepts:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

1. Strategy, the most important aspect, which should be some way rigorous, if not really rigid; 2. Tactics, important but not vital, which should be based on flexibility, while having well clear the strategic aims; 3. Operations, the daily one, which must be as flexible (by structures) and adaptable (by individuals) as possible, Management is a practical art, notwithstanding it has some theoretical rules and aspects, but it must be understood as the art of what is possible to do, in view of strongly wanted final (strategic) aims. Today management has a new way to be understood, towards the past times. It has absorbed the basic concept that the business is not only one or several owners family’s property, but it is also a social resource, a public valuable good, a heritage to be kept alive for all people who are involved in the manufacturing and distributing activities. Some more concepts regarding management can be added. Definition: Both Management and Governance mean to govern and manage things that happen, instead of being conditioned by them. However, Managing should be considered as another thing from Governing. Managing can be referred to daily – short-term - activity; Governance should be referred to middle-term business evolution.

2.2. Strong determination in pursuing the business goals: Definition: The needed profiles for that are: “Such guys, you can never knock them down”. ”A silent will” can also be a way to define the spirit of entrepreneurs. It is not easy to “weigh” or “measure” such a determination, because it is an intangible aspect. It is however one of the most important assets of whatever business. On Nanus and Bennis’ opinion, who studied the entrepreneurship and Leadership “anatomy” in depth, this particular skill is one out the 4 basic ones to identify an entrepreneurial (and leadership) spirit, together with being: 1. visionary; 2. effective communicator; 3. effective implementer of goals.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

After a yearly edition proposed by the EU Commission, entitled “The Secret of Success” and regarding 1 successful entrepreneur per EU Country each year, it jumps out with evidence the importance of this ”irrational” factor, which is winning versus rational analysis of the business situation different sides.

2.3. Creativity and innovation: Definition: “Innovation is helping people to do what they would like to do” (Yukka Teras, Finnish knowledge transfer expert). Creativity is providing a cheap and smart way to get such a joyful achievement. Creativity is also defined: “An attitude to create, which is in whatever person at whatever age”. When talking about business – and particularly of Business Transfer - one should think about some new ways of satisfying potential clients and customers, by a new way and approach. In practice, rather every product or service – also the simplest and natural one - could be modified (as product) or proposed (as service) in a new design and/or in a new way. This innovation can be appreciated by the customer, who finds in it a “solution” for her/his/their needs and/or desires. This is the basic approach to keep alive the business competitiveness. This is the base to keep alive the company, and also to safeguard not only the family business owners, heritage, but also all the employees and workers jobs, and their families survival and welfare.

2.4. Business vision-Entrepreneurial thinking: Definition: Vision is what you would like yourself and your company to BE, tomorrow. Entrepreneurial thinking is how to get this goal. It has to do with the company Mission. Since people have become the basic competitiveness factor in today’s world, you cannot think any longer to give them just orders. You need to raise their self-motivation energies. This can be done by offering them a valuable reason for engaging themselves – in other words for a self-motivating approach. To have a Vision is basic for an entrepreneur today. And the Vision must not just assigned – as it happens regarding the activity objectives - but must be shared with people who give their contribution in order to achieve the business goals. This is why proposing a Vision means proposing people to feel as they would feel in the future.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Regarding the Mission, it should be understood as the way the company satisfies the customerâ&#x20AC;&#x2122;s wishes. In other words: which solutions it provides for its customers. In practice, business people should keep in mind that potential customers do not buy products or services: they remunerate some good solutions â&#x20AC;&#x201C; as more as possible cheap - for their problems. All the company members should be sensitized about this need and should cooperate in the same spirit in order to achieve such global team result.

2.5. Risk assessment. Definition: Risk assessment needs a specially focused analysis, which takes into account all the aspects of a specific problem, but also a more general approach to risks. A particular attention is reserved to ICT connected risks. The general approach to risk assessment is based on a systematic analysis, which should bring to a possible evaluation of some different risk levels, between which to make some choices, often based on some prevention measures. The basic advice for such an issue is to get to specialist professionals in order to get a qualified and well-focused assistance. For an entrepreneur however, sometimes the risk cannot be exactly weighted and evaluated in advance, because the business goals choice are often the result of a basic entrepreneurial intuition. Today such an intuition - which is the basic factor for numerous successful businesses - should be checked as soon as possible by using the available tools to get market and competitorsâ&#x20AC;&#x2122; data, in order to be aware of competition risks and of their evolution along the business lifetime.

2.5.1.- TO ADAPT THE FAMILY TO NEW CHANGES: We should promote activities that help foster this entrepreneurial skill and especially for adapting the family business to the new changes. It would be necessary to propose the necessity to improve the business, to grow it, to change it with other future visions and to work in the adaptation of all members of the family, as well as all workers. 2.5.2.-TO CHECK THE BETTER SKILLS: To value who, in the family business, has the better skills and qualities for growing and to look for the better opportunities for the business. 2.5.3.-TO TEACH: Methodologies for teaching concepts related to entrepreneurship:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Related concepts entrepreneur, businessman, business, entrepreneurial activity can publicize through, in the family environment and look for the member of the family most suitable. 2.5.4.-CHARACTERISTICS : For this reason the teacher will analyze, who into the family business has the following characteristics: 1. - Which member of the family knows how to detect these new opportunities of business. 2. - Which member of the family is able to propose new opportunities. 3. - Which member of the family is able to optimize and look for new resources. 4. - Which member of the family is able to create a good team and integrate the family. 5.-Which member of the family has more knowledge of the different rolls, family values, and could provide and integrate all of the family in the new transition.

2.6. Adaptability to change: external changes. Definition: The real company resources must be considered today the external ones - i.e. the availability by the market to remunerate your business propositions: in other words to buy your products and services. Thus, it is basic for you to be aware of how things are changing in the external world: i.e. the general scenario and your specific market. Today a business can survive only if it is able to propose to the market such valuable solutions that can be continuously bought by the potential users, i.e. actual and potential clients and customers. Global competition, however, has brought to a situation where everybody is a potential competitor of everybody else. Thus, it is important not just to change your business products, services, technologies and approaches according to the scenario and market change, but to anticipate as more as possible the market evolution, by â&#x20AC;&#x153;feeling in advanceâ&#x20AC;? and pick up as quickly as possible what is changing.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

2. 7. Financial and economic expertise: Definition: Financial and economic expertise is a basic part of business management. Finance is concerning the money dynamics. Economy deals with figures and then how to measure your business performance. The subject is widespread. Here we are proposing just a couple of quite philosophical suggestions, in order to give some starting ideas. About the money, let us remind you that money should be the consequence - not the final goal -of good business management. About economy and business management let us remind a say: “Figures are sincere, and tell the truth, if you want to! Moreover, remember that figures say interesting things, but – if they are put under torture - they also reveal some precious secrets!” Let us add that finance management has become such a specialized issue, that it is the case to take into account the hypothesis of looking for specialized consultants when you need or want to do any action which goes into depth, dealing with such an issue!

2.8. Ability to assess risks: Definition: Risk assessment, as we have already written (point 1.5) needs a specially focused analysis. The basic advice we gave for detailed risk assessment for entrepreneurship is to get to specialists. Sometimes, however, this skill can also be an entrepreneur quality, when s/he is a rigorous market operator. In this spirit the entrepreneurs – and particular the successor ones - should be aware of the risks they can take not only for themselves and their family, but also for all the family business involved people, when a new path is started to be practiced. Field experience shows that often, at the transfer stage, Junior leaders who are not aware of the difficulties their parents and predecessors experimented and often hardly bypassed, take some paths without being enough aware of the connected risks, since they are not pushed by daily pressing needs. In these cases a good advice for them is to start by a pilot-project or by an area-test, in order to avoid risking the entire business heritage in one only game betting. 2.9. Problem solving:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Definition: Problem solving is a kind of technique with some specific issues, which aims at approaching complex problems by a systematic attitude. Its aim is to avoid improvisation and to take into account as more as possible all the aspects of a specific complex situation. The problem-solving approach - or philosophy - is based on systematically analysing the whole picture, then to take the responsibility of making a decision, as more as possible by choosing some priorities; and by using creativity, instead of usual standard ways. It is a wise approach not to be too confident in problem solving techniques, particularly when they are considered as a very rational â&#x20AC;&#x201C; then a winning - approach to things. They are not a panacea for al ills. Let us remind that Herbert Simon got the Nobel prize for his studies showing the importance of such a very rigorous, rational approach. Then he became famous, some years later, when he showed that a human based approach, which includes emotional aspects and does not take into account every aspect of the problem, can be more practical and effective, once used in the competition field. https://it.wikipedia.org/wiki/Herbert_Simon.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

D. SHORT REFERENCE FOR STUDENTS IN PPT Within each section the student in the platform will have a dropdown with the course that has to study, within the section

E. MULTIMEDIA RESOURCES VIDEOS https://www.youtube.com/watch?v=UktKFnMFBZA http://www.inc.com/inc-live/jessica-johnson-guide-to-taking-over-familybusiness.html http://www.inc.com/how-i-did-it/how-to-be-entrepreneurial-atmultigenerational-company.html ARTICLE https://www.entrepreneur.com/article/282645

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

MODULE COMMON BASIC KNOWLEDGE TOPICS:

In these modules, the own student will check in the self-evaluation if he or she has these skills. In all cases, they could develop all modules because, all of them complement them.

3. - FAMILY BUSSINES-INTERNAL DYNAMICS (AND INTERPERSONAL RELATIONSHIP) At this point, it is necessary that we make a special section, since it is necessary that the students and future workers, directors or external consultants of the family business, need to know the family roles, internal labor relations, and how these roles affect the own family business.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Therefore, in a brief way, the student must know them since it is necessary for their future in the succession of the company and that does not conflict their desire to progress and improve the company with the family traditions, roles of each one Family members and do not miss the goal that is intended within the company. Let us not forget that the ultimate goal in the continuity of family business and ensure the success of it in time.

A. SHORT REFERENCE FOR STUDENTS IN PPT Within each section the student in the platform will have a dropdown with the course that has to study, within the section

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

2.1.- Family businessinternal dynamics: 2.1.1. Flexibility: Definition: Flexibility is generally understood as the capability of a complex structure - for example a company â&#x20AC;&#x201C; to change its attitudes, shape or approach, according to the near external situation or the more external scenario. A family has its physiological events: family members are born, grow, marry, die. This does not happen within a week or a month. However, in a companyâ&#x20AC;&#x2DC;s life, one of the events just quoted above become a physiological fact. The entrepreneur must be aware of that. These facts are not exceptional happenings and they should be taken as more as possible as natural. And, as more as possible, their consequences should be planned. For example, the growth of an adolescent family member, who studies, gets a degree, has his/her experiences within or out of the company, must be followed with a focused attention. It should be managed, as a normal happening, non-just suffered from. Finally, Flexibility is the result of several individual adaptabilities. And these ones should be encouraged and some way monitored, as a process which involves the whole company.

2.1.2. Adaptability to change: internal dynamics. Definition: Adaptability is generally understood as the individualsâ&#x20AC;&#x2122; capability to change their own approach, attitude, behaviour according to the changing situation. The entrepreneur should be able to understand and to manage the internal and external situation according to what it happens on the external scenario and on the market. A senior young family member who is going to retire, or a Junior Family member who is going to marry, or to have a child, or to get a degree, can be as more important as a new product proposed on the market by a business competitor. This should be as more as possible understood, and these facts and events evolution should be planned with accuracy. 2.1.3. Receptiveness.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Definition: Receptiveness is the skill (very hard particularly for first generation innovative Eentrepreneur), to accept other peopleâ&#x20AC;&#x2122;s ideas and propositions, also and particularly, when they are different from his/hers. The entrepreneur should be aware that his/her identity card is moving quickly, notwithstanding it seems to be only an older paper or a new, cold electronic card. Family members, managers or consultants can often provide the owners with a new vision of the world and of the evolving market, and can be some very precious sensors.

B. MULTIMEDIA RESOURCES VIDEOS https://www.youtube.com/watch?v=mtoiRh9jSJc https://www.youtube.com/watch?v=kmZ_akAeTx0 ARTICLE http://www.iidmglobal.com/expert_talk/expert-talk-categories/managingpeople/family_relationships/id20570.html

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

MODULE SPECIFIC ROLE COMPETENCES: At this point, we will review specific competencies. Each student will study a special section that we will call Specific Role Competences, since it is necessary that the students and future workers, directors or external consultants of the family business, need to know the family roles, especially those specific relationships that affect the owner. Therefore, briefly, the student must know them since, as an owner within the company, it is also necessary to know the family roles, as facing conflicts also have that vision of future in the succession of the company without it Lose the intended purpose within the family business. Let us not forget that the ultimate goal in the continuity of family business and ensure the success of it in time.

2.2.- ENTERPRENEURSHIP (OWNERSHIP):

In this module, the own student will check in the self-evaluation if he or she has these skills. In all cases, they could develop all modules because, all of them complement them.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

2.2.1.A. Emotional intelligence: Definition: Emotional intelligence is a new vision of intelligence. It was “discovered” by Daniel Goleman in the 60es. It was proposed as an integration of the usual intelligence analysis tools used by psychologists and Personnel Recruitment and Selection operators. These were giving a relevant importance to “rational” intelligence in order to evaluate people to be chosen and recruited in companies. This new wave gave a new and reinforced relevance to the psychological and emotional aspects, with a particular strength regarding business relationship. In Business Transfer processes emotions play a very important role and they should be more considered than it usually happens.

2.2.1.B. Communication skills: Definition:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Communication skills are those specific skills whose aim is to let external and internal business people feel “warmly” involved in your objectives.

There is a basic difference between Information and Communication. - Information is cold: they are data, and formal ways to transfer data of different kind: We could say “In-form-action”. Its basic components are the technical ones. - Communication is warm: it means to involve people by sharing ideas, data, aims, ideals. We could say: “In-common-action”. Its basic components are the human ones. In order to practice an effective Communication you should be focused on two aspects at least:

1. The human communication components. It must be clear that human communication has three basic components: - Verbal communication: regarding what we say, the words we pronounce our sentence; - Paraverbal communication: regarding how we say, the way we pronounce our sentence; - Non-verbal communication: regarding what we don’t say, the words we don’t pronounce but which can be “deduced” from our behaviour. After several reliable researches, these 3 aspects are composing the final result more or less 1/3 – 1/3 – 1/3.

2. Practicing an effective Communication. In order to practice an effective communication you must do your best in order to use your interlocutor’s cultural and practical code. Sometimes maybe this one will be an elegant English, or French, sometimes a jargon, a dialect language. Moreover, you should try to get a feed-back from your interlocutor, in order to understand whether your message has been correctly decoded, then correctly understood.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

E. MULTIMEDIA RESOURCES VIDEOS : https://www.youtube.com/watch?v=ekG4VnSzGZY https://www.youtube.com/watch?v=UR2QAncs72g ARTICLE https://hbr.org/2016/09/the-5-models-of-family-business-ownership

SPECIFIC ROLE COMPETENCES: MODULE 3

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Introduction: Within the course, and respecting the modules that have defined the teacher, through selfassessment, valued the importance of increasing those skills as a manager, because they are very necessary in the succession of family businesses. Therefore the ability to develop will be:

Manager In this module, the own student will check in the self-evaluation if he or she has these skills. In all cases, they could develop all modules because, all of them complement them.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

A. - Definition: To manage means to explain what is the business plan to others, to give instructions, and to check how these workers execute the objectives. In the family business, it is necessary to know exactly who is the member that is going to develop this roll.

B.-Objectives: 3.1.1. Analytical thinking: Setting goals (long and short-term); - Setting of priorities. Definition: Analytical thinking is the mental approach which is generally requested by managers in playing their role. Setting goals is the art the good manager has – and likes, or loves – to stimulate his/her own collaborator. Amongst these ones should also include people – i.e. family members - who are not employees in the factory. Managers often have to do with entrepreneurs, who are often instinctive” characters” in the business field. In other words, they should be the rational side in business competition.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Then, they should be effective in analysing past times data and the future evolution perspectives, both of the market, ad of the single company they are involved in. Giving people some objectives means -

proposing people a new way of living, just giving a new meaning to one’s life.

If people work for something they consider important, they generally feel being “ human collaborators”,

instead of “work resource”.

In Total Quality new philosophy, this is very important, because people would like to know for what they should be ready to give their time, beyond the salary money.

The analysis should cover at least two dimensions: -

the quality aspects (choice between two alternatives or more) and

quantitative data.

They should be particularly effective in providing the family business members, and particularly the leader(s) with a clean DSS – Decision Support System – so that people who need to make decisions can be supported by rational data and not only by their intuition. ICT, today, must be a basic daily tool for managers.

It has very much to do with time use and time management. The basic secret for that seems to be “to do first the most important things, and later the less important ones”, without obviously forgetting the role one is running. The will to do first the more important things however (for example planning next year’s whole company steps) must be listened to, more than how to organise today’s meeting with a supplier. An expert advises to write down, day by day, since the morning beginning, the list of things to do, and to cancel them while you are doing them … Another approach is being well convinced that some things are anyway more important than others, and priorities are the most important things.

3.1.2. Public speaking. Definition: First remembering that “3 people are already a public”, public speaking is sending a message to some people, in order to stimulate them to think and to undertake actions”.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

When you send a message by public speaking you could adopt the following simple rules: send something really meaning for the audience in brackets. And approach your audience as follows: “1st, I tell them what I am going to tell them; 2 nd, I tell them it; 3r,d I tell them what I have just told them”.

1. The opening bracket – the very start sentence - should come from asking yourself what is the environment general feeling in the moment (the hic et nunc - here and now, in latin – atmosphere. And say something appropriate to the moment. 2. Deal with the different specific contents as more as possible building them-up in three points. 3. Then, finally, close the bracket, concluding by an appeal to action.

3.1.3. Conflict resolution: among owners and/or workers. Definition: This very specific topic must be dealt with by a double approach: a. When the business is small, and the conflict can be solved by directly involving the single individuals; b. When the conflict needs a trade union negotiation.

Case a. In the first case (human relationship) the manager has to deal with the single parts separately, understand the reasons, and only after s/he has a clear idea of a solution. The solution to the parts should be a different one, towards the two opposite positions. It should generally be proposed at least in two steps. It is a good idea to look for somebody who has no economic interesting the discussed topic, but who has good human relations with both involved individuals. Case b. In this second case, the manager should pay attention to the process evolution, and try to be a facilitator, since he will generally have a limited power. However, s/he should not take a “partisan role”, since it will become no longer effective in a short time. While being a business member and representative, s/he should try to be as more objective as possible, while opposing illogical counterpart positions.

3.1.4. Negotiating Skills:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Definition: Information and Communication are more and more important today. A leader must be able to manage both information, which is linked to objective data, but mainly communication, which includes a personal approach. Negotiation means to be aware that one cannot always get 100% of one’s goal, but must generally mediate at least a little bit. In negotiation there is the risk to get to a dead point, while things should go ahead. It is important to know that in a negotiation, or in a deal the really important things are not the ones which are openly proposed. They are generally concealed. In other words the expressed reasons are generally not the really important ones. It is necessary to get to the really important ones. Moreover, it is important to avoid “polarization” also called “wall against wall”. Things must go on. In the polarization/radicalization case, it is important to find out a third way in order to go out of the “wall against wall” trap (after M. Ghazal, UN professional negotiation office worker).

3.1.5. Strategic Planning and Decision making Definition: This is also a very important part of the manager role. S/he should have in their mind the basic idea that a business is and stands alive when the market (clients, customers) appreciate and remunerate the services and products the business is proposing. The market on going approval – expressed by buying the company’s products – should be understood as a “magnet from the future”. The future must be understood as the place where the company will pass its next lifetime! To be too much concentrated on the present data should be wrong, as much as being too much concentrated on the future. Balancing the two aspects is the basic managing art feature. People working in the family business should be aware and feel they are in a “boat” where the captain and his officers are aware of the port and are able to keep the route safe. However, it is not in the short time that the business should be lead, but in the middle-long-term view.

Decision making is the engine in the manager role. After much analysis, the decision moment must come. Decision making is

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Something between takings a partial risk and doing that on a safe baseline. However, quite always business decision must be taken in turbulent times, and with “pros and cons” options. The manager role is to propose to the entrepreneur the different alternatives, Also suggesting his/her opinion, but finally respecting the entrepreneur vision… unless it is too crazy! Yhis may happen when Junior leaders want to take the leadership without accpting to parctice a basic experience within the company. 3.1.6. Financial and economic skills. Definition: These aspects are basic needs in the manager culture, because the entrepreneur often does not master them well, since s/he is often going on by intuition. Economic skills are however basic for the entrepreneur too. The financial side is on the contrary a little bit more technical, and needs some technical more focused knowledge. In this case the manager should be the supporter who can give the basic information to the CEO. A famous entrepreneur, Luciano Benetton, who started his work life within a small shop, with the role of Administrative and financial control, uses to say: ”If I had been all the time focused on Administrative and Financial control, I would never have been able to build up the Benetton big firm. However, If I had not taken care of Administrative and Financial control, I would never have been able to build up the Benetton big firm.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

3.1.7. General business Management Definition: General Business Management is a summarized definition of all what a manager should be able to do. On this platform you will find the single specific components of General Business Management. The Total Quality Culture can be a good summarized idea of the General Management basic concept. Pillars are Vision, Mission, Values, Competitive Factors, and a particularly focused approach to interpersonal and emotional aspects. The basic advice however is that the manager is not just focused on the daily activity, but – as the famous business author Tom Peters says – “is able to write by hand on a not yet opened mail envelope all his/her basic business figures”. On a more technical definition, let us remind that the basic figures of a business should be included in an one-page-summary. And not because figures are written in a very small dimension! Particularly in a family business during the transfer phases however, the General vision must never forget the emotional aspects involving the human relations among the business and the family members. Field experience shows that, beyond all the technical and someway “mechanistic” aspects are finally such to determine the final evolution of the transfer process.

3.1.8. HR management: Definition: Human resources management is probably an obsolete way of expressing the need of being able to lead people. It means to lead people as individual, not just as resources, as if they were hard material. Talking about leadership should be enough to deal with the issue.

3.1.9. Tacit knowledge : Definition: The human and personal side is very important in family business. Field experience shows that very often the successful business leaders are original and not at all “standard” people. This fact brings them to make original decisions and to understand in advance some economic tendencies. When the founder disappears, also some of his/her imprinting input disappear. This is often a problem for the whole company, because the Senior approach is often a “selling approach”.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

How to keep alive such a kind of personalized features? One way is to analyse the Senior particular style, in facts not just in word descriptions, and try to let the best ones to continue, without forcing this kind of attitude. For example you could analyse the way people are recruited, selected, stimulated and fired; how suppliers are chosen and dealt with; how is the market policy dynamically changed or reinforced…. Once codified, these “virtuous qualities, attitudes and approaches” should be at least dicusssed by potential successors, and this will be more and more useful when the “old leader” will have a role in explaining his/her own approach.

C.- Methology : Methodologies for teaching concepts related to manage, thinking in the unity in the family: Related concepts like to control the unity in the family and to know how to delegate in other members of the family part of the takes, as well as he or she should know to control the staff and the whole business. C.1.- Control of Unity: It is a critical aspect because the teacher, should prepare the future manager, successor or inheritor of the family business so that his or her authority doesn´t have conflicts. So he or she should work on it. For this reason, it would be necessary for the conjunction between the work in the family business and the unity in the family, as well that to manage the family business.

Especially in the family business, between the manager and any of the members of the family.

C.2.- To Delegate : The teacher will try to explain how important it is to assign tasks, to delegate this authority, and to know who will work in this area as well as he or she expected. In this case the manager, who delegates, needs to know the family business at 100 %, and which kind of roles has all members of the family, so he or she could avoid conflicts.

C. 3.- Control of the staff: The teacher should encourage the students in becoming good managers with their staff, focusing in how many people are under their control as a staff member and family member hierarchy for avoiding conflicts.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

The teacher will have to show how to manage the staff without losing the objectives and the goals in the family business.

D. COURSE FOR STUDENTS IN PDF FORMAT OR SIMILAR

E.- MULTIMEDIA RESOURCES VIDEOS https://www.youtube.com/watch?v=xLu_WyAOKSo https://www.youtube.com/watch?v=T8r0zxAfi-4 ARTICLE http://hbswk.hbs.edu/item/managing-the-family-business-survivalssecret-sauce

MODULE 4:

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Introduction: Within the course, and respecting the modules that have defined the teacher, through selfassessment, valued the importance of increasing those skills as an External Consultant, because they are very necessary in the succession of family businesses. Therefore the ability to develop will be:

External Consultant 49

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

In this module, the own student will check in the self-evaluation if he or she has these skills. In all cases, they could develop all modules because, all of them complement them.

A.-Definition: The external consultant is an expert, which in this case could come from the family business with sufficient training and experience to work in a family business

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

B.-Objective: 4.1. Organizational Culture: Definition: Organization Culture is something very complex. It can probably defined as the way a plurality of people can get unitary goals through different personal and technological support contributions harmonically linked the ones to the others. In order to summarize and simplify this concept, a simple example can be proposed, regarding the evolution from a “natural and spontaneous” organization structure and a functional one. Imagine a small truck owner who provides transportation for clients, and makes his job with good customers’ satisfaction. Thus he can increase his own organization by buying 3 small trucks and appointing 3 colleagues as drivers to deliver goods as he is still driving his own truck. However, when he has much work to do, he must decide to stay in a office, in order to receive the clients’ orders and to plan the travel itineraries for the colleagues. Otherwise his clients will not get a transportation effective service, and will abandon him and his business. This is called a Functional Organizational evolution, and can go on by a growing approach.

4.1.1. Adaptability to needs and specific requirements of the family business ́s situation Definition: The described skill regards a very focused attitude to pay attention to the single Family business situation. Every business should not be watched at as a mechanical machine, but in family business case this is more and more true. If sometimes a business can be seen as a “cold” machine, where money is the lubricant oil, in family business case this is quite never true. So, it must be considered as a living organism, where emotions are the blood not less than money. The consultant needs to be aware of little psychological details, well keeping in mind that when dealing with emotions there is not so much a majority hierarchy. A wife, a son, a sister, a daughter, a mistress opinion can be more influencing that an important payment or than an important deal on the market.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

In order to manage these very delicate aspects, the consultant should not only count on his/her own sensitiveness, but should be professionally prepared - and up-dated – about the ways and techniques to understand and manage interpersonal relations. Aspects like interpersonal perception, interpersonal communication, group dynamics, co-operation features, behaviour basic knowhow should be analysed in depth and practiced as a way to manage critical or also too cold or too warm situations. 4.1.2. “Being collaborative” and cooperative with the situation and needs of the family business Definition: The skill is “indirectly” focused on the need of understanding before acting. It is very much linked to the above mentioned skill. The difference is in the aim. The know-how – and the personal sensitiveness – should be oriented to facilitate the whole family relations evolution, in order to let everybody understand that the company can be something having a value which is a long-time one, and is such to support people in individual difficulties, not only in market competitiveness. 4.1.3. Ability to observe the internal relationships and rules Definition: What happens within the family members and the company managers is generally not evident or visible by paper or other documents: it is the triumph of intangible! The consultant MUST be sensible to what happens under the visible surface.

Intuition is very important in that, but at the same importance level is knowledge about human behaviour and co-living rule: interpersonal communication first, interpersonal perception, co-operation rules, particular aspects and effects of frustration, silent jealousy and interfamily rivalry. Being aware of what is silently happening is a base for managing them and governing the whole picture dynamics. 4.1.4. Awareness of business sector. Definition: Notwithstanding the interpersonal relations are something independent for the business sector, it is important for the external consultant to be aware of different rules regarding different business environments: to be in the food sector is well different from being the mechanic one!

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Agriculture is different from Manufacturing; Services to the person are something different than Craft activity or ICT activities. Also the money scale is important. 1 million € is an amount that sounds very different in a small high quality printing company, from a process oil refinery! Individual subjective sensitiveness is different from cold “objective” figures.

C.-Methodology:

C. 1.- External Vision, impartial: The teacher will tell the students that although they could be external consultants, they should not provide the ideas of their own businesses, because something that could work well for one business, won’t necessarily work for another. So the teacher will work with them for being impartial and focus on goals. It is necessary that the experience in the family business, working as external consultants, doesn´t affect the company in which he or she is going to advice, because the advice that works in one company doesn´t means that it works in another. Especially because in a family´ business, every family is different.

C.2.- Specialist in methodology: The teacher knows that the external consultant that comes from his/her private family company has experience, but the teacher will teach them how to order this experience, giving it a method tidy for being specialist services. So in this case they could optimize time and resources.

C.3.- Dedication and time : Students will work as an external consultant who have their own experience, could spend too much time because they are coming from their own family business The teacher will focus on targeting their dedication or time because they are working for others, and they have to focus in the goal of the other family business.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

D. COURSE FOR STUDENTS IN PDF FORMAT OR SIMILAR

E. MULTIMEDIA RESOURCES VIDEOS https://www.youtube.com/watch?v=_6iLzO6gko0 http://familybusinesscast.com/best-practices-for-employing-childrenin-your-family-business/ ARTICLE http://www.ffi.org/?page=chooseaconsultant

5.- ADDED INFORMATION 5.1. Common Basic Contents. E-Learning oriented material SOLICITATIONS TO THINK ABOUT!

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

Since the course is interactive, this additional part allows the student to interact with the teacher, so that he can write what is his appreciation, assessment, or degree of acquisition of the knowledge acquired from each of the competences studied, in this part called common.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

5.2. Specific Competences. E-Learning oriented. Solicitations

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

5.3: Supplement: focused learning material Its aim is to help the student to better understand the skills and focus on the skills that each student has to have. This part is centered in the didactic material that will find in the e-learning platform.

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

6. - FINAL EXAM or CHECKING As the platform is interactive and the teacher can check the annotations of the students, the teacher can correct and evaluate the final exam and thus the degree of acquisition of knowledge by the students. This exam gathers the information that the teacher has had from students, giving them a grade.

NOTICE: IN RED THE RIGHT ANSWER Common basic Competences: 1. Leadership: 1.1. Strategic thinking: What do we mean saying Strategic Thinking? A way of thinking of military culture leading? A short-time objective oriented thinking? A long-time – main business aim vision? 1.2. Decision making: What do we mean saying Decision Making? To build-op a system for next decisions we have to make? To analyse the situation by a systematic approach, and choose the best solution? To make some decisions concerning the business manufacturing? 1.3. Self-motivation and motivation skills: What are the basic “secrets “ in order to be able to self- motivate and motivate others? To have an objective, an aim, and to be focused on that To explain one’s or other people’s enthusiasm To provide written explanation for some proposed actions to undertake. 1.4. Ability to manage time, negotiate and delegate: What are the basic rules to manage one’s time? Just writing down what one has to do Fixing some selected more important objectives, then give the priority to selected objectives Having an ordered on line agenda. 1.5. Ethical values: What does it mean having some ethical values? Writing them in an Ethical Code Practicing them by giving priority to ethics and personal coherence, vs. economic convenience and gain Communicating rules to people you are in touch with

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

1.6. Team building: What is the basic rule for an effective team building action? To behave as a boss, who gives clear orders To be like an orchestra director, who takes care of different musical playing tools To be focused on each single team guy, and to ask every team member to be focused on the others’ feelings 1.7. Communication skills: What are the basic Communication rules? To set down some written rules how to behave To be aware that communication is both words, and behaviour, and relational approach To know the communication technical media (radio, tv, web…)

2. Entrepreneurship: 2 .1. Management: What are the management basic rules? To be able to manage the reality facts, not to be managed by facts To write down some clear orders for subordinates To plan orderly things to be done 2.2. Strong determination in pursuing the business goals: What are useful determination basic rules? To be fixed on a basic personal idea To be focused on a vision, useful for the business Never accepting other people’s opinions 2.3. Creativity and Innovation: How should creativity and innovation be transferred into reality? By testing and experimenting on the field By trying some new ideas and developing them in a large scale By taking other people’s best innovations and using them as soon as possible 2.4. Business vision-Entrepreneurial thinking: What do we practically mean, when saying “proposing a vision to be shared”? To propose to the company involved people to share a new (business and someway personal) way of being To write down the business objectives To copy some good entrepreneur’s ideas for the future 2.5. Risk assessment: How should an orthodox and fruitful risk assessment be managed? To make a map of the company’s risks To subscribe an insurance policy for the company future To analyse practical company risks and take some measures in order to reduce them

2.6. Adaptability to change: external changes: How should your business be adaptable to external changes?

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

To be ready to change one’s decisions, if the external scenario is changing To write down a description of the external evolving scenario and share it with collaborators To decide to change periodically after your personal feeling, no matter what is the external scenario evolution 2.7. Financial and economic expertise: How should the financial and economic expertise become a useful base for the business? By becoming a real expert, who has finance as one’s real priority By having an ongoing attention on the subject, while not becoming a super-expert on it By getting a formal certificate on financial and economic expertise 2.8. Problem solving: How should business and organizational problems be analysed and solved? By asking experts for every specific matter By learning a real structured technique in order to analyse problems by a systematic approach By writing down the problem main aspects

3.1. Family businessinternal dynamics 3 .1.1 Flexibility: How should flexibility be understood in a family-business? Flexibility is the result of several individual (family and business) members’ adaptabilities Flexibility is having to do with people who understand single difficulties time by time Flexibility is single family member’s personal adaptability 3.1.2. Adaptability to change: internal changes: How should adaptability be understood in a family-business? Adaptability is just changing the work-timetable without any specific difficulty Adaptability is understanding WHY some changes must be done, in order to facilitate the business profitability Adaptability is to be open to accept an office desk and furniture change and similar small changes 3.1.3 Receptiveness: What should we mean as Receptiveness in Family business? To have family and business members who accept passively the leader’s decisions To have people wanting reasonably understand other members and colleagues’ needs and evaluate them, then accept motivated changes To have people who formally pretend to agree, also when they do not, on some specific matters.

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Here is a truefalseoption based questionnaire, concerning the specific

Business Owners. Promoting Youth Employment through the Continuity of Family Business Project and agreement number - 20141ES01KA202004710

competences, in view of an exam need. Specific Role Competences Which sentences are true, which ones are False?

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1. The Entrepreneur/Owner 1.1. Internal relationship: The owner is the leader, s/he can do what s/he likes within his/her own business! 1.2. Emotional intelligence: Sometimes the emotions management can be more important than the money management 1.2.3. Communication skills: Communication is warm, while information is cold: In business we need both!

2. The Manager 2.1. Analytical thinking: setting goals Setting of priorities: Priorities: it is important a manger to have short-term views! 2.2. Public speaking: Everybody having a loose “tongue” can be a good speaker! 2.3. Conflict resolution: among owners and/or workers: A special set of skills is needed in order to resolve conflicts! 2.4 Negotiating skills: Diplomatic people can be very good negotiators 2.5 Strategic planning and decision making: For a manager it is basic to own a Decision making technique! 2.6 Financial and economic skills: A manager can also be a good user of somebody else’s financial skills 2.7 General business management: A manager should always be aware of the business position on the market 2.8 HR management: There is no more a human resource evaluation skill, but a people management knowledge! 2.9 Tacit knowledge. Tacit knowledge cannot be weighted nor described, then it is not so important

3. The External Consultant 3.1. Organizational Culture 3.1.1. Adaptability to n specific requirements of the family business ́s situation; a consultant must talk with everybody 3.1.2. “Being collaborative” and cooperative with the needs of the family business: a consultant must have his/her on idea 3.1.3. Ability to observe the internal relationships and rules: a consultant must never break traditional family power rules! 3.1.4. Awareness of business sector: a consultant does not need to be an expert of the specific sector!

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