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.
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.
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”.
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