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Practice Insights

Usually the most prized thing that we as established practitioners lose is our creativity. Once a niche is carved and sustained over decades of hard work, inevitably, at some point in time, complacency sets in.

I think advisors recognize that business owners have an added level of complexity in their lives — this holds true for wealth-holding families as well. This complexity is just a natural part of the system.

Thanks to Paul Karofsky and Kirby Rosplock for this interview on managing change in your family business practice.

Since the theme of The Practitioner this month is one of transformation, I would like to share the lessons learned from my transformation from family business owner to doctoral student to professional consultant.

Thanks to this week’s blogger, Luke Simmering, for his focus on the “driving force” in family business.

This podcast includes Fredda’s comments on how FFI has changed in 30 years and comments from both Fredda and Carolyn on a model they use in their consulting engagements that mirrors the message they want to send to clients.

Please enjoy a podcast with Amy Katz of Daughters In Charge. In this interview with Lanie Jordan, Amy shares the differences she has observed between women leading in a family business and their corporate contemporaries.

Possibly the most important lesson I have learned from many years as a business lawyer is that Tarzan was right — “Jane, it is a jungle out there.”

If it’s true that family businesses are influenced by a variety of myths, how does this impact our ability to ensure that our clients can thrive in a competitive global landscape?

Can a theory from the field of psychology help build our understanding of family business leaders’ decision making and, in particular, in their choice of advisors?

Twelve people hungry for change are gathered in a room, even though they have strong reservations that anything can change.

Myth: The consulting focus should be on the entire family system only. Reality: Focusing on the individual earlier in the consulting process may help bring needed change.

This is the third in the February series of “Blogs from the Board.” Thanks to Debbie Bing for her blog on “The Moment You Can’t (or Better Not) Ignore”.

Too often, consultants to family enterprise take the same approach used when serving the C-suite of a Fortune 500 firm.

Here in the United States, the National Basketball Association (NBA) Finals ended in June. The Finals are a best of seven series and the San Antonio Spurs won in five games, three of which were lopsided.

The concept of multidisciplinary teams has been around for as long as I can remember, and teams can certainly produce great results for family companies in the right circumstances.

An audio interview with Drew Mendoza, managing principal of The Family Business Consulting Group.

This article by Boris Matijias of Archipielago Empresa Familiar, Barcelona, outlines his method for working with the family enterprise client in an objective, clear and sincere manner.

In any family enterprise, the founders or senior members may doubt their decisions or the family may question their intentions.

In his article, King Lear’s Fool—The role of advisors, Dean Fowler encourages collaboration among professionals, but also argues for the individual consultant to gain mastery in an area other than his or her field of origin.