Public Member
EIX Editor
Family Business Editor
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The next generation of owners is crucial to the family firm's survival. The process of getting them ready and instilling the right attitudes should start early.
The board must balance the interests of family and business, and help build and preserve commitment and continuity when tough decisions must be made.
Want your family business to run more smoothly? Examine your own relationships with parents, siblings and other relatives -- and talk to one another often.
A year ago nobody saw a pandemic coming. What we've learned: a dash of "productive paranoia" will help family business leadership anticipate future threats.
Independent directors hold others accountable and encourage change even when firmly entrenched relationships or operating philosophies make it seem impossible.
Boards are there to help you be more successful. Here's more advice on how family business leaders can harness their board's full potential.
How can leaders keep themselves from getting worn down or recognize burnout in themselves? And what should family members do if they see their leader struggling?
It's naturally assumed that future leaders should toil in the trenches somewhere else first, but this has some significant drawbacks.
Families differ in their willingness to integrate outsiders into their family circle, but be careful: these actions influence the included or excluded individuals in different ways.
Realistic budgets are powerful planning tools. But the motivations of owners, sales people, the production staff, and others can get in the way.
Family firms -- indeed, any entrepreneur-led business -- should put aside the self-interest of different departments, and focus first on these critical factors.
Budgets should be used as realistic planning tools, but your sales, production, and other departments may have their own agendas.
These considerations can guide business owners, boards, and senior leadership teams in thinking through the consequences of setting aggressive versus conservative budgets.
Rushed decisions tend to lead to bad outcomes. So does avoiding decisions because we’re afraid of conflict. This framework helps businesses think realistically about decision urgency.
You can support your business through economic uncertainty and maintain unity and commitment.
Legal interpretations, taxes, regulations, judicial rulings, trade agreements, and the like change daily. How to keep your business and stakeholders on an even keel.
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.