When the Chairman is Wrong
As an adviser, what can you do when the owner/CEO who hires you is wrong? According to Bruce Walton in this week’s edition, an objective board of directors can serve as a valuable ally to confront a misguided CEO and to get the company moving in the right direction. To illustrate his point, Bruce shares some anecdotes of how a board can help in these tricky situations.
Investor Relations Jiu Jitsu in Family-Owned Business
In this week’s FFI Practitioner, Bruce Walton of Battalia Winston addresses the question of how Investor Relations differ in family-owned businesses. His conclusions, based on interviews with accomplished governance leaders, fall into three common themes – communicate, educate, and “mechanate.”
Seats, Sources, and Fish Ponds
When confronted with the need to go outside the family company for new leadership, most families have no idea what that process entails and how to go about it. This case study will help advisers guide clients wrestling with such an issue and recognize the value of resources available to help. Thanks to Bruce Walton of Battalia Winston for the article and case study.
Best Candidates Expect Best Practices
When family businesses recruit outside executives, “A-level” candidates expect best practices within company governance and the search process.
Long Term Incentive Programs (LTIPs) and Family-Owned Business
When a family-owned business needs to recruit a non-family CEO or COO, a well-structured Long Term Incentive Program (LTIP) is essential in attracting an outstanding candidate. However, LTIPs can make some family business owners uncomfortable.
“Fit” and Family-Owned Business
Thanks to today’s author, Bruce Walton, for his blog on a topic not often covered in The Practitioner — recruiting non-family senior executives, primarily at the CEO or COO level.