在中国30多岁的家族企业领袖已开始成群体化,他们年富力强,在自己的企业管理中多亲自操盘,遇到一些新事物,常常宁可自己去进修或者干中学,也不会轻率雇佣职业经理人。家族企业的最高控制者在直接从外部引进职业经理人的问题上,需要做足准备功课,否则会产生很多意想不到的麻烦。一般而言,职业经理人往往在家族企业中有一定的天花板, 比如接班人通常仍是家族最高控制者的后代,这样,职业经理人做到一定职位后将缺少晋升的激励,另谋它就也可能出现。更重要的是,职业经理人怎样同参与创业并仍在企业担任重要职责的家族成员处理好人际关系,这恐怕是大多数中国家族企业在空降职业经理人的时候面临的困难之一。引爆外来管理者和家族创业成员之间矛盾的导火索之一,可能是家族亲属 Family business leaders in their 30s in China have started to become groups. They are young and prosperous. They are more experienced in managing their own business and encounter new things. They often prefer to go to advanced studies or go to high school instead of hiring their jobs lightly Manager. The top controllers of family-owned businesses need to adequately prepare their homework when it comes to directing professional managers directly from the outside, or they will have many unexpected troubles. In general, professional managers tend to have certain ceilings in the family business. For example, the successor is usually still the descendant of the top family member. In this way, the professional manager will lack the incentive to promotion and find another job. It may also appear. More importantly, how professional managers deal with relationships with family members who are involved in entrepreneurship and still hold important responsibilities in the enterprise is probably one of the difficulties most Chinese family-owned businesses face when landing professional managers. One of the triggers detonating the conflict between outside managers and family businesswomen may be family members