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Results: 712 Record(s) Found.

An Uncommon Thread of Success in Family Business

By David Ransburg In any family business, there are many moving parts and therefore multiple different levers for its leaders to pull when it comes to guiding the family enterprise. Often, the factors that impact a family business’s success are out of the family’s control such as broad economic forces, political events, illness and just plain luck. However, there are factors that are within the control of a family business.

 

Planning for Continuity in Family Business: Where, Oh Where, to Begin?

By Amy Schumann Whether you are just starting formal continuity planning, or have been planning and meeting for a period of time already, The Pyramid of Family Ownership Success can offer reassurance and guidance to your efforts. Consult the Pyramid and determine which part of the continuity planning process needs attention. By starting with a strong base, you will be able to enjoy and appreciate the benefits of governance policies and practices with minimal disruption.

 

The Competitive Advantage of Culture in a Family Business

Culture must be nurtured and evolve over time to reflect industry changes and internal adaptation. Yet the underlying permanence of family values and beliefs creates stability that even through leadership transitions and industry upheavals persists. This is unique to family businesses, and a significant advantage.

 

Before "I Do!"  Premarital Agreement Considerations Long Before Popping the Question

By Christopher Eckrich and Anne Hargrave Business-owning families and families of wealth find that premarital agreements for new marriages amongst their descendants provide numerous benefits, including protection of legacy assets and protection of businesses in which ownership is often shared amongst a group of people.

 

The Family Office: How to Avoid "Latent Development Syndrome"

For many wealthy families, the family office serves as an interface between family members and the family's assets, providing services that enable responsible and comprehensive management of the family's wealth while concurrently providing for the development of family members in their roles as wealth owners and beneficiaries. In our capacity as advisors to wealthy families and their family offices, we have noted on a number of occasions a dynamic that we are calling the "Latent Development Synd​

 

Undiscussables: Dealing with the Elephants in Family Business

Enterprising families often have rituals that bring joy, connectedness and stability to their members. Unfortunately, these families can also breed practices that are destructive to the cohesion of the clan. One such practice is the avoidance of difficult conversations, which over time creates taboo topics in a family, their businesses, or both. Often parents, children or others in the family or business do not know how to approach subjects that cause friction, tension or hurt feelings, so that ​

 

Family Business Leadership: The Importance of Versatility

Running any business is hard, and the complexity of overlapping systems in a family business makes that environment particularly challenging. A family business leader’s response to a challenge will be influenced by all the roles he or she plays: CEO, owner, parent, spouse… If the manager in the case above is your son, and you are unhappy with his response to the crisis—are you reacting as his boss, as a concerned shareholder, or as a parent? You likely have all three of these perspectives swir

 

Please Welcome to the Stage, in their New Role...

By Stephanie Brun de Pontet To quote a classic rock song: "Who.... are you? Who, who, who, who..." - The Who It is hard to answer that question simply. Most of us play many roles: mother, lawyer, spouse, sibling, church elder, etc. There are roles we aspire to take on, such as business leader, and there are other roles we are stuck in by virtue of history or reputation, like the "difficult one." There are still more roles we earn or are assigned, like doctor or "peace maker."

 

Letting Go, Stepping Up: Leadership in Transition

Leadership transitions in a family business are influenced by and affect a lot of stakeholders. How each stakeholder perceives the process-and their role within it-will have an impact on outcomes. Perhaps the two stakeholders who often play the most central roles in this process are the incumbent, or controlling, CEO and his or her successor.

 

Creating a Culture of Accountability in Your Family Business

Creating a Culture of Accountability in Your Family Business By Mike Fassler Accountability is a regular discussion topic with our family business clients. When accountability is alive and well, individuals, the family and the business may share in success. When accountability is mostly non-existent, however, a pervasive attitude of entitlement may exist that can lead to the demise of the business and perhaps the unraveling of family bonds. More often, we find accountability is present w

 
 
Results: 712 Record(s) Found.

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