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Technically, over 90% of businesses in Finland are family owned. And while many of us adore activities with loved ones, running a business alongside close relatives can end up a messy situation. From general conflict to deciding how to pass leadership roles from one generation to the next, questions often arise that can’t be answered alone.
How will we survive and thrive during times of adversity and difficulty? Is it truly critical for us to develop a plan for internal communication before problems start? At what point should we ask, “Okay, is it time to seek help?”
Research indicates that it takes longer to bounce back if companies aren’t resilient, hurting profits and potential. Furthermore, experts suggest the financial aspect of a business is often easier to solve than the family part. Financial components can fit into established frameworks, whereas difficult conversations don’t have such well-known theories and rules.
Enter Bravemotion, a two-woman team leading the charge on company resilience, with specific focus on family business. Eva Wathén and Tuija Janakka have extensive experience facilitating change management, and they proactively bring people and culture to the bottom line. They start their process with business frameworks, scientifically validated approaches, and tools from globally-recognized partners, such as Denison Consulting.
Unlike most management consultants, Eva has personal experience with leading a family business, and her own conflict started right from the beginning.
“My father was a second-generation leader of the company. I never wanted to work in the family business. I said, for sure I’m not taking over the business. However, I ‘accidentally’ found myself in the middle of a family business and heading up operations in the Scandinavian market.”
This personal experience shaped her life, and it eventually sparked the initiative to create a business of her own.
“When emotions and leadership are mixed, things get complicated. The work is lonely. Those immensely difficult questions keep coming back. Who should be taking over? Which roles should people have? How should ownership be divided? I just became interested in the family business system, and I started to develop my skills and expertise in the area. That’s why I’m here, and I’m still on the board of that company. This is my passion. It’s a big part of my identity.”
Tuija is also an internationally certified coach, and she holds a master’s degree in economics. Her background in human resources (HR) led to the top position of a logistics company in Ireland, but she has since returned to her native Finland. Tuija’s proven track record shows how conflict resolution boosts profits in the medium term, and what really fascinates her are the complex dynamics of family business.
“I had the opportunity to lead a project in Finland, in which a company was losing money, had a high rate of turnover, and employee engagement was tracked, but not with good questions and data. It was important for us to consider the relationship between financial results and the current organizational structure and activities. It was also equally important to get leaders on board through side-by-side learning.”
If leaders don’t understand the complexity of these behavioral and practical changes, it is difficult to get their full support and carry them along at the top. People perceive HR as being more important, but it’s about getting the CEO, chair or the board on board.
Tuija led the transformation from negative profits into 10% return on sales, lower turnover, and multiple awards for customer service.
Both Tuija and Eva hold international coaching certifications and master’s degrees in business. They are heavily involved in the family business network in Finland, and they also possess an uncanny ability to know what each other are thinking and saying during client meetings, which helps them build trust and make decisions quickly.
Tuija and Eva named their business by combining ‘brave’ and ’emotion’ because they know an entity is stronger, productive and successful if a healthy dose of humanity is introduced into management strategy. Bravemotion provides various services depending on a company’s needs, whether for culture analysis, resilience assessments for teams and organizations, facilitation of ownership strategy, and more. Sessions can last as little as two hours up to tailor-made transformation programs over weeks.
To learn more about resilience and business culture transformation, visit https://www.bravemotion.fi/
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