Female company successors still play a rather subordinate role in succession. The KERN succession specialist Nils Koerber explain the causes of this problem in an interview with the FAZ. In addition, they present the potentials for companies when women increasingly act in leadership positions. We will go into three essential aspects here.
In German family businesses, female company successors are rare ? why is that?
The reasons for this lie in a centuries-old value system. This clearly defined the division of roles between the sexes and is still changing only hesitantly today. In addition, traditional ways of thinking still prevail in the allocation of management tasks and a pronounced salary gap between men and women. In this country, both of these factors only contribute to a limited extent to sharpening the self-image of women for leadership roles. Furthermore, in comparison with its European neighbours, Germany does not have the best political framework to enable women to easily reconcile work and family life.
In view of the demographic development of the coming decades alone and the associated effects on our national economy, a rethink must take place among companies and politicians.
What is the argument for women in leadership positions?
- First: The rapid and constant change in the world of work ? Keyword: digitalisation ? increasingly requires flexibility, creativity and openness. These are qualities that women generally bring with them as a resource.
- Secondly: Women lead cooperatively. They look more holistically at the situation and weigh their decisions emphatically. Specifically for the succession process, this means, for example, that they tend to act more openly in a ‘tandem leadership’ with young and old. In addition, they do not place the demarcation from the transferor in the foreground.
- Thirdly: young women are also more willing to seek external help and support than male successors. A characteristic that tends to help the development of companies and offers a good perspective.
Keyword digitalisation ? what opportunities does it offer for women?
A new freedom in managing work tasks has emerged. A rethink has begun in many companies. Favoured by new technical developments, ‘job sharing’, ‘home office’ or ‘part-time solutions’ can be applied, for example. In view of the fact that this not only helps to look after children, but in the coming decades will also help parents to look after their children, these flexible working models will play an even more important role. It is already noticeable that women are increasingly using and shaping these new possibilities for themselves.
Tips for further reading:
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DIHK: Challenges for company successions are growing
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KfW - Analysis: Company succession a burning issue in SMEs
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The main cause is a value system that has been shaped for centuries and clearly defined the roles of the sexes. And this is only changing slowly. Furthermore, traditional ways of thinking as well as a large salary gap between the sexes hinder the sharpening of women’s self-image for a leadership role.
1. women are basically flexible, creative and open. And these are all values that are in demand in times of digitalisation.
2. cooperative leadership. With their holistic view, women weigh their decisions empathetically. In relation to the process of succession, this means: even in a tandem leadership with the transferor, they act openly. In doing so, they do not focus on distancing themselves from their predecessor.
3. they tend to be less reluctant to seek external help and support. This helps the development of the company and offers a good perspective.
