Family relationships shape how effectively governance and ownership systems function over time. These articles examine communication, cohesion, and generational transitions that influence alignment and continuity.
Surveys can reveal differing perspectives, surface hidden tensions, and – when done well – build trust, and serve as an educational opportunity.
Effective leaders have mastered the ability to change gears - and they have the agility to mindfully choose which gear to use in different situations.
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.
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?
Anxiety, depression, and other conditions disrupt family business operations and strain family relationships. Ignoring them won’t make them go away.
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?
Families differ in their willingness to integrate outsiders into their family circle. These actions influence the included or excluded individuals in different ways, creating a ripple effect throughout the family that can last generations.
Family firms that fail to educate their owners are putting their future in peril. In this article, we highlight where business families fall short in their ownership training and outline a simple process to identify the educational needs of your own family shareholder group.
What are the core elements of a successful and fulfilling career?
Family businesses and the families that own them are known for their secrecy and discretion. This article lays out the most common taboos that arise in family businesses and describes strategies to diagnose and deal with them.
Every leader I coach struggles to find more white space - the time energy and space to reflect, to process, and to be available to what feelings and thoughts are beyond the immediate - in their life.
The unprecedented uncertainty in our world has made it more imperative that family enterprises commit to an ongoing practice to develop their capacity and their agility.
Why is it essential for a business family to understand the family dynamics at play when family members engage with one another?
Why is it essential for a business family to understand the family dynamics at play when family members engage with one another?
Cohesion is a key characteristic of long-lived enterprising families - and it has distinct facets that should be addressed simultaneously.
If you are a leader in your family or family enterprise, do you have a safe, neutral place to process the challenges and opportunities, all in the context of developing your capacity and agility as a leader?
