Regular issue
//July 05, 2022 - Issue #64
Family Emotions Can Drive Business Decisions Because personal and business dynamics are so closely intertwined, private disagreements and personal histories inevitably spill over into the business.
The Hybrid Workplace is Here to Stay: 5 Ways to Make it Work Elon Musk is swimming against a global tidal wave of employee sentiment about how work gets done. Why it's best to go with the flow.
Using Family History for Competitive Advantage The family history of the acclaimed London-based restaurant Sweet Mandarin, recounted in the owner's book, builds strong ties with customers and other stakeholders. 
The New Family Business Powerhouses: Wives and Moms No longer passive wives and mothers, women are complementary and assertive partners to their spouses and respected leaders within their families.
Helping Staff With the High Cost of Living Inflation is shrinking what your employees' paychecks can purchase. Cartright & Butler, a UK-based family firm selling gourmet gifts, is doing something about it.
Non-Family Board Members Bring Perspective and Growth The 100-year-old Nielsen-Massey flavorings company, whose vanilla and other products can be found on store shelves everywhere, spiced up its management with non-relatives.
Protect Your Business From Cyberattacks Many small businesses are afraid that protecting their systems is too costly or complex. But some of the most effective shields are easy and free.
Family businesses often rely on loyalty, long-term thinking and strong relationships. But research shows those same strengths can backfire when crisis hits. Read more...
A study of German family firms shows that regular, meaningful contact between the family office and the family can preserve shared purpose after an exit. Read more...
In a crisis, family firms cannot afford to focus only on immediate survival or future legacy. The most resilient ones do both, drawing on past lessons, trusted relationships, and long-standing networks. Read more...
Daughters can become strong and credible successors when families involve them early, clarify authority, support professional development, and make room for new models of leadership. Read more...
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Supported by the Richard M Schulze Family Foundation