As the Gucci and royal families show, in-laws can complicate things. Here's how family businesses can benefit from their perspectives and minimize conflict.
Older leaders should be curious about how next-gens view the world, and younger leaders-to-be should have patience with their elders and honor what they've created.
What to Do When It's Your Turn to Lead
Your relatives spent years, maybe decades, building a business, and now it's your turn to take over. Fear and self-doubt are normal. Here's how to take over the reins with confidence.
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Often an impartial third party is the best choice to manage the family wealth for future generations and the business's longevity.
A family business advisor finds more than a few similarities between the HBO hit and real families. This issue shows how to minimize the rancor.
Everyone agrees that families should train members to become competent owners and stewards of the family business – but few of them actually walk the talk.
Families with several businesses under their umbrella face competition for resources and family attention. The right governance can help everyone thrive.
by Richard Eisenberg
by Jonas Ruzek and Kimberly Eddleston
by Kimberly Eddleston
by Emanuela Rondi, Carlotta Benedetti, Cristina Bettinelli and Alfredo De Massis
by Kerry Hannon
by Michael Klein
Editorial offices located at St Thomas University
by Kimberly Eddleston
by David Townsend
by Steve Blank
by Kimberly Eddleston and Mat Hughes
by Claudia Binz Astrachan
by Kerry Hannon
Supported by the Richard M Schulze Family Foundation
