Years ago in a family business, both the president (father) and CEO (son) made the same confession: “We constantly clash and argue in every meeting—right in front of our managers.” I told them we needed to find a solution. Their response came in unison—blunt and unequivocal: “This problem has no solution.” I decided to take […]
Family as a value in family business
When I meet a business family, I usually start by asking about their values. With one notable exception, when my query was answered with a portfolio of stock market investments–naturally I had to redirect the conversation–most open up by sharing their personal values and those they hold as a family. In my dealings with successful, […]
What should companies expect from their family shareholders?
Last November, I offered some reflections regarding what family shareholders deserve from their family business. This article takes the opposite approach: what do family businesses deserve from their family shareholders? The answer is clear: responsible and efficient performance. As is often the case, this is easier said than done. Let’s start with the essence of […]
What do shareholders of family firms deserve?
As family businesses transition across generations, a distinct type of shareholder emerges: one who only own shares while playing no role on its executive board or leadership team. The concept of responsible and committed ownership has increasingly gained traction in recent years, guided by the principle of stewardship. This vision underscores the critical need for […]
Succession, succession and succession
Sooner or later, all family businesses face succession processes. Ideally, these are founded on professional criteria and approved by both predecessors and successors. The lack thereof is an all too frequent mistake and the most common source of conflict in family-owned firms. Movie: YES. Ongoing series: NO A generational handover should be framed as a […]
10 insights to reinforce the corporate governance of your family business
Truth be told, implementing and managing a board of directors in a family firm isn’t an easy task for a variety of reasons, including the unique nature of each family and company and its specific context and growth stage. Through my years of experience working with family firms, I have gathered several practical insights to […]
7 ways to alleviate tension in the family council
The family council is the ideal forum for owner families to reach consensus on the core decisions regarding their business. It is the preventive mechanism par excellence to analyze, discuss and debate critical issues, and make solid decisions based on shared criteria and commitment. In this way, family councils serve as firewalls, preventing conflicts from […]
Corporate governance in family firms
By their nature as family-owned, some family businesses think they can be more familiar and informal in their approach, and less commercial and regimented. This confusion can lead their operations to move in one direction and business formalities in the other. As a result, their corporate governance structures – shareholder and board meetings, for instance […]
Succession and family vision
Succession is the most critical challenge faced by family businesses since it touches the very heart of family and firm: its foundational bricks and future legacy. It’s difficult because it affects people – predecessors and successors, the company and the owner family – as well as complex since it can impact all three different spheres […]
Family or firm: which comes first in family business?
This isn’t a very useful question in my view. It’s one that can lead us down the wrong path and even to erroneous decisions that generate conflicts that could have been easily avoided. It reminds me of another inane question that I’ve seen adults pose to young children: Who do you love more, Mom or […]
