Helping Family Businesses
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Results: 779 Record(s) Found.
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Family Businesses Need Legal Documents that Go Beyond Estate Plans

The best legal advice for any family business owner is always specific to the needs of the individuals and their business. Taking into consideration how the actions of any owner will impact the others. Planning for the continuity of family wealth and an operating business that can continue to generate wealth for generations to come requires more than tax efficiency.

 
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Aileen Miziolek Joins The Family Business Consulting Group

Aileen Miziolek is a consultant with The Family Business Consulting Group specializing in continuity planning for family businesses and thoughtful transfer of intergenerational wealth. She works closely with families and leadership teams, supporting them in navigating the complexities that make family business, as well as life and wealth transitions, challenging.

 
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What Comes First: Entitlement or Enablement?

When that person is a part of a family business, the sense of entitlement can wreak havoc in the enterprise. Perhaps that person feels entitled to a C-suite position they haven’t earned. Maybe they don’t want a job at all – just distributions. But where it really gets sticky is when the entitled family member makes assumptions or demands about their position with respect to leadership or ownership.

 
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Team Building in the Next Generation: Preparing Future Leaders

Vulnerability, trust, shared experience, familiarity and education are essential for fostering successful teams within the next generation. With proper planning and attention to these elements, families can support the development of strong next-gen teams. Stronger next-gen teams produce committed ownership groups and deeper commitment to family values.

 
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Stephanie Brun de Pontet Joins FBCG Ownership Group

“It is with great pleasure and much enthusiasm that we welcome Stephanie as our newest owner and partner,” announced Stephen McClure, principal consultant. “She has long been a leading contributor to our firm’s growth, internal processes, intellectual leadership, camaraderie and most important: high-value services to our clients. Her well-deserved addition to the ownership group will be felt for years to come as FBCG advances its mission of helping family firms prosper across generations.”

 
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Succeeding at Succession

What’s essential in each generation is to ask and answer: What is the purpose of our proactively engaging as an extended family? Of staying together as family enterprise owners? To what extent, if any will family members be engaged in business leadership? Business can be a means of achieving family purpose, but it is not the purpose itself.

 
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The Dark Side of Being Too Generous to Family Employees

To address this unsustainable approach, the next generation can lead the challenging work of unwinding the family-driven, need-based “structure” by creating a rational, professional and objective compensation approach. The shift in behaviors means addressing tough issues like quantifying the different levels of value family employees bring to the business, personal financial responsibility, lifestyle expectations and employee performance.

 
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Attracting Top Board Talent: The Power of the Board Prospectus!

Whoever sits around the boardroom table of a family business wields tremendous influence on the performance and continuity of that family business. Therefore, selecting board members – both family members and independents – is a crucial step in getting the right mix of talent around that table to help achieve this feat. The development of a board prospectus brings family owners and executives into alignment.

 
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Good Governance for Family and Business Success

Whether it is creating a board for the first time, or evolving how an existing board operates, implementing good governance can be integral to protecting relationships and the viability of the family’s enterprise. In our experience, board evolution generally proceeds from “paper boards” that never actually meet to family boards composed of family owners to boards with both family owners and non-family independent directors.

 
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Predictable Yet Not Inevitable: Archetypes of Potential Conflicts in the Family Enterprise

Whether brought on by growth, succession, paradox or poorly informed assumptions, building awareness of the system patterns that commonly develop within the family enterprise is a step in the right direction to proactively anticipate predictable conflicts in a way that diffuses their inevitability. ​

 
 
Results: 779 Record(s) Found.

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