Fernanda Canale Segovia and Karla Cuilty Esquivel
Historically, women’s roles in family businesses were seen as a form of moral support, primarily tied to the home. Today, however, the evidence shows a clear evolution.
For decades—if not centuries—family businesses have relied on women’s quiet contributions. Wives and daughters have helped companies achieve their goals, stand out from competitors, serve customers effectively, and manage finances, among many other tasks essential to survival and growth. Today, the question is no longer whether women participate, but how—and under what conditions.
While women’s roles were once perceived mainly as family-based moral support, current evidence reveals a marked shift: from invisibility to highly relevant paths in ownership, management, and governance.
Moreover, family businesses often appear to offer better opportunities than other organizations for women to access leadership roles, even though that access remains unequal compared to their male counterparts. The change, though not linear, is real—and nowhere is it more evident than in succession processes.
The Real Challenge: Succession
Succession is the defining moment when a business family’s coherence—or lack thereof—regarding female talent becomes clear. It is where women encounter genuine opportunities, labyrinths, or glass ceilings.
In Mexico, it is still common to see women’s access to business leadership shaped by external factors. It is not unusual for a woman to assume a leadership role due more to circumstance (widowhood, absence of male siblings) than to a deliberate talent development process. By contrast, men are often considered natural successors, regardless of the presence of equally capable sisters.
Even after stepping into leadership, women often face what we call the “triple challenge of female successors,” requiring them to prove themselves on three fronts simultaneously.
First, the professional: demonstrating they are there on merit, not just their last name.
Second, the cultural: breaking stereotypes that continue to associate power and authority with men.
Third, the family: meeting family expectations (such as always being a present mother or a wife who prioritizes her husband) that are rarely imposed with the same intensity on men in similar leadership roles.
The result is often a disproportionate burden. It is therefore not surprising that many women choose to self-select out at early stages, perceiving that they will not be able to reconcile both worlds under the same rules. They find themselves caught in an uncomfortable paradox: while the business may operate under meritocratic principles, the family often functions with cultural biases that hinder their advancement.
From Invisibility to Impact
Despite these challenges, the evidence is equally clear on another point: when women participate effectively, the impact is significant.
Their contribution goes beyond financial indicators. They help build socioemotional wealth—identity, cohesion, and long-term vision—which is critical to the sustainability of family businesses. In addition, their presence on governing bodies is associated with stronger social commitment, greater innovation, and healthier organizational dynamics. The talent exists; what needs to be developed are the conditions.
Incorporating women into family businesses should not be viewed as an act of inclusion, but as a strategic decision. For this to happen, however, it is not enough to simply open doors—rules must be redesigned. This means revisiting family protocols, challenging biases in succession, and, above all, aligning what the family claims to value with what it actually rewards.
Because in the end, the question is not whether women can lead family businesses. The evidence answered that long ago. The real question is whether the family is ready to be led by them as well.
Originally published at: https://forbes.com.mx/la-mujer-en-la-empresa-familiar-del-rol-invisible-al-liderazgo-compartido/
