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Most companies at some point face the challenge of balancing competing interests among stakeholders, and family businesses are unique in that the family is one of the key constituents. While competing interests may be inevitable, creating a protocol for addressing them and encouraging communication among all relevant groups is paramount to resolving issues. When consensus is unattainable, engaging outside parties to facilitate discussions and act as an objective sounding board can lead to resolution.
When working with family businesses to address and balance competing interests, we discuss questions such as:
How is conflict typically handled within the family, concerning ownership and/or management of the business?
What mediation practices have been developed for resolving conflicts?
What has the family done in terms of engaging third parties to facilitate conflict resolution or improve communication and decision-making ?
In the feature article of this issue of Owner to Owner, we sit down with Kerry Sulkowicz, M.D., the founder of the Boswell Group, to discuss the challenges leaders face, the complexities of leadership in private and family businesses and the common qualities he has seen in the best leaders.
We sit down with Michael Preston, an adjunct professor at Columbia Business School and the co-director of its Family Business Program, to hear insights and advice gleaned from teaching the next generation of family business owners for more than two decades.
We speak with Ellen Perry, a Senior Advisor to WAML, to discuss the complexities around decision-making in a family business, how families can overcome decision blockers and the tools families can use to foster better decision-making.
John Secor, Ajit George and Kyle Gordon discuss a key issue faced by family businesses: the difficulty of managing capital and liquidity demands. They zero in on a critical factor of finding the right balance – patient capital – and provide advice on how family businesses can achieve this important objective.