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Leadership

Leadership in family-owned companies has similiarities and dissimilarites with entities typically studied in business schools and psychology departments; these articles address the intersections that occur in the subset of family enterprises.

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.

Thanks to Ricardo Mejia of SALADEJUNTAS in Colombia for his interview with Roger Martin, director of the Martin Prosperity Institute and Thinkers50 award winner for Playing to Win: How Strategy Really Works.

According to the Financial Times, the award Thinkers50 is the Oscar of the management world. The award follows two simple principles: To promote new ideas whose power is enough to improve the world.

Thanks to Sally Derstine, senior family business advisor with the Delaware Valley Family Business Center, for the following blog on “Transforming to a Family of Adults: A foundation for healthy generational transitions”.

Thanks to Denise Federer for a new take on Next Gen leadership and how advisors can help adult children of business owners gain the respect and trust of company employees.

Thanks to this week’s contributor, FFI Fellow JP Roy, for his article, “Thoughts on Selling a Team Leadership Strategy Plan to Family Businesses”.

  An audio interview with Kristi Daeda who leads the governance practice with The Family Business Consulting Group.  

In preparation for the August series on “Myths & Realities: Roles and Their Overlap,” The Practitioner explores the topic of “roles” in a broader context.

Myth: Family businesses are small businesses run by the seat of their pants. As such, they should do their best to keep that fact hidden, not promote it, and certainly not incorporate it into their brand.

Working with the cooperation of the Family Business Australia FORUM, the authors studied a leadership intervention in a group context (a.k.a. peer advisory groups) over a five-year period.

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”.

This is the first in a February series of Blogs from the FFI Board. Patricia Annino of Prince Lobel Tye explores the implications of “relational-cultural theory,” on leadership roles for women in family enterprises.

A family may own and operate an extremely well-run, highly successful business yet be surprisingly disorganized in its approach to managing the wealth generated by that business.

Listen to an audio interview with Linda Mack, CEO of Mack International on “The Devil’s in the Details: Search and recruiting for key family office and family business positions".

This week’s blog by Ricardo Mejía Cano of RMConsultores extends the research and commentary of INSEAD professor Manfred Kets de Vries on the topic of irrational behaviors by leaders.

Guest Blogger: Andrew Keyt When preparing families for business succession planning,advisors often mistakenly narrow their focus to the single individual they deem most capable of running the business upon a CEO’s retirement. But to truly make sure families preserve their core values while maintaining strong corporate governance and sound strategic planning, advisors should make it their business togroom all next-generational family members for unique leadership positions. Since I began working with successors in 1997, I’ve seen first-hand how so many NextGen family members are ill-prepared to assume leadership roles. But this situation can be avoided