Surveys can reveal differing perspectives, surface hidden tensions, and – when done well – build trust, and serve as an educational opportunity. 

Advisory teams often outperform individual consultants, because complex families require more than a single point of view.

At Generation6, we treat education as more than content delivery - we see it as a pathway to building stronger relationships and enabling deeper conversations through a common language and shared understanding of your family enterprise.

Education is the connective tissue that binds family, ownership, governance, and strategy together. It is how families build capable owners, resilient relationships, and a shared sense of direction.

Families that learn to use their cohesion, trust, and long-term orientation as strengths can implement strategies more effectively than their non-family peers, especially in times of uncertainty.

Effective leaders have mastered the ability to change gears - and they have the agility to mindfully choose which gear to use in different situations.

If your family wants to avoid friction and conflict resulting from disagreements over investment choices, it may be well-served by a family investment policy.

Families often pressure advisors to rush to provide a technical fix to their perceived money problems - but when families fight about money, it’s typically about something else.

Sometimes the family grows much faster than the business, especially in saturated markets. This has deep implications for how we manage family and business expectations.

Many business families have a family constitution – but far fewer have one that truly guides behavior, and even fewer have one that strengthens alignment over time.

Are you curious about where your shareholder group stands—how knowledgeable and committed they are to the family enterprise, what values and personal goals they bring, and what concerns or expectations they may have?

Sustaining a family enterprise is not just a question of profitability. It’s a question of alignment between the pace of family growth, the business’s true capacity, and the expectations placed on both.

This article provides actionable recommendations on how to support your business through the current economic uncertainty while maintaining family unity and commitment.

Shareholder agreements are among the most consequential governance tools in a family enterprise. However, few families have a shareholder agreement that truly supports them in becoming the ownership group they aspire to be.

This research-based article highlights the critical role of choosing the right successor to ensure business survival after a sudden death tragedy.

Anxiety, depression, and other conditions disrupt family business operations and strain family relationships. Ignoring them won’t make them go away.

Your "owners' strategy" should consider that in the future, the family firm will likely have many more owners. That’s why you might want to take a broader focus when you develop it.

Family businesses should consider a social media policy as a relatively “low-hanging fruit” to introduce the next generation to governance work.

Financial education is critical for business families with a generational vision - yet, it is often undervalued and not prioritized, despite its profound implications for family cohesion and business sustainability.

Consider how much white space you have in your leadership practice. What do you do to make yourself available to these other sources of wisdom: your heart, your gut, and your soul?