Next Gen Education, Individual and Group Coaching, Women Leaders
Successful family enterprises are committed to enhancing their human capital - a combination of the individual and collective intellectual, social, and spiritual resources that makes each family unique. These families invest in the growth of individual and collective leadership and collaboration skills while creating educational experiences that expand and deepen knowledge. Growing human capital is central to our mission. In our work with families, we:
Build and execute development plans for:
Individuals who are interested in investing in their own growth as leaders, professionals, owners, and/or members of the family enterprise.
Groups of siblings or cousins who are interested in enhancing their ability to work as partners in the management or governance of the family enterprise.
Develop learning opportunities and experiences to grow the technical knowledge and/or oversight skills of individuals and groups of family members, drawing on our resources and the creativity and resources of the family and their advisors.
Assist families to grow their family intelligence quotient (or FQ, which is like EQ, but for families) to prevent potential conflicts and create a shared language for talking about challenging family dynamics.
Family Education & Leadership Development
ARTICLES
UNDERSTANDING THE VALUES, GOALS AND LIFE CHOICES OF ULTRAWEALTHY WOMEN
The values, goals, and life choices of 40 ultrawealthy women, focusing on their evolving relationship to their wealth and the role it plays in their life decisions.
TEACHING CONFIDENTIALITY IN A SOCIAL MEDIUM SOCIETY
In today's social-media driven world, it is important that families of wealth have clear expectations for what can be shared, and how to educate family members and make the guidelines clear.
FORBES: PASSION AND EMOTION IN, AS WELL AS FOR, LEARNING
Learning is as essential to resiliency and as an interactive process of engagement with people and materials in such a way that one’s understanding of them is changed.
Parenting by focusing on happiness alone won’t address self-responsibility or self-esteem. Building the social, intellectual, emotional, and spiritual encourages children to mature from the inside out.
BUILDING RESILIENCE IN A FAMILY ENTERPRISE
Exploring the importance of individual and collective resilience and offering a framework for building resilience within a family enterprise.
A DEVELOPMENT PLAN FOR THE NEXT GENERATION
Critical questions that emerge as family enterprises anticipate a future generational transition.
As families grow in size and complexity, the number of potential positions of influence/leadership also increase. Defining the criteria for obtaining one of these positions is important to the overall functioning of the family.
Related Articles
Case Studies
MANAGING SUCCESS ACROSS GENERATIONS
Two brothers disagreed about the roles their children should play in their 25-year old company. One of the brother’s sons joined the company five years ago and wanted an executive promotion. The other brother thought it was too early to promote him because he showed no signs of executive ability. There were no rules for family participation in the business and no plans for how to include the next generation.
Due to a downswing in the economy, a family owned travel business was considering the necessity of laying off a significant number of long-term employees. Because many of their employees were also relatives, the owners of the company were deeply distressed about this decision, but knew they had to go ahead with it, if the company were to survive.