Open the doors of understanding in your family, or families you work with?
Overcome the obstacles that are preventing family members from working together?
Create a solid foundation on which to build family business success?
Align diverse family beliefs about company direction?
Resolve resentments between adults, siblings, cousins, and management?
Family businesses are extraordinary enterprises. They begin with inspiration, hard work and the unrelenting devotion of a visionary founder.
The desire of the first generation founder is to provide for his or her family, and pass the business and its wealth on to successive generations.
This is how a legacy is built.
Legacies that take lifetimes to build can crumble in a very short amount of time if they are not built on a solid foundation of highly-functional family relationships.
When dysfunction exists in family relationships, it becomes amplified in the execution of the family business.
Family members too often use the business as way to work out deep-seated family relationship issues.
The legacy of the first generation can be left in ruins.
The most successful families in business are ones who:
- Recognize and understand the issues that working with family members presents.
- Address these issues head-on by asking the most difficult questions, and holding each other accountable to the very highest of standards.
- Develop the skills and processes to work through these issues constructively, and in a way that fortifies the relationships by treating one another with respect and establishing trust.
Successful families make a commitment to build and maintain healthy and functional family relationships that further the goals of the family business.
It is about relationships and collaboration.
“One can craft an elegant business solution but the keys to implementation are locked up in the family psychology.”
Re-Imagining Relationships For Families In Business online course will give you all the materials and information you need to build these 4 PILLARS and ensure your family business resilience.
The greater clarity you have about who you are as a person and what motivates you, the greater the impact on your ultimate success and happiness.
Boundaries support and serve the family business development, and will help to determine the clarity of process, the structure of authority, and role definitions.
Communication is an art. Current Neuroscience gives us the proof that communicating in certain ‘artful’ ways leads to better understanding. It radically improves our experience in personal and professional relationships. Learn to acknowledge limitations and develop new ways of relating.
People of all ages and ability are motivated by recognition, the opportunity for input, and the opportunity to do interesting things. A less-than-competent person will not get recognition, will not be invited to give their input, and will ultimately be shunted to the side to do boring things. When that person is a family member—you have a real problem.
Know the skills necessary to resolve conflicts and manage relationships.
Agree on and support shared family values.
Clearly outline individual family member jobs and responsibilities.
Be working with family members best qualified to contribute to the company.
Understand the importance of competency as a criterion for entry into the family business.
Bork’s keen intellect, his straight forward manner and his ability to clearly articulate his ideas made him an instant “hit” with our family. We engaged him to help us create the necessary agreements and procedures that would form the basis for how our family would interface with the business. My father’s ideas lead Bork to suggest that we adopt the “100 Year Plan.” We did as he recommended and the fundamental principles in that plan have been the criteria we have used on countless decisions. Taking the long view, as he recommended, has served us well..
Our situation was especially dramatic because Dr. Eczacibasi signed the agreements then went to Philadelphia for cataract surgery. Before he could have the surgery, he had a massive stroke and died a few days later. Had we not finalized the agreements developed by Mr. Bork, our family would have had a very chaotic period."
Today, David continues to help us as we face the challenges of eleven younger children in the fourth generation. We remain a healthy, happy harmonious family, with nine Mitchells active in the business…our family is indeed indebted to the advice and council both personally and professionally from the great David Bork.”
Course author, David Bork, is a thought leader in family business matters. He has 50 years of experience providing guidance to over 500 family business enterprises around the world.
As a pioneer in the industry, David brings a wealth of knowledge and insight to the many challenges of running a successful family business. He has assisted families in charting their way through every imaginable family business issue. He is the author of The Little Red Book of Family Business, and Family Business, Risky Business. He is co-author of Working with Family Business, a guide for professionals.
Bork's pioneering work has been reported as early as June 1980 in Fortune Magazine. "Family Business is a Passion Play"