Building Strong Family Teams
Introduction
This practical training program is designed with:
- 16 hours training
- 03 months one-on-one coaching
How you will benefit
- Understand the unique dynamics and challenges of building strong teams within a family business.
- Develop and implement effective team-building strategies that foster trust, collaboration, and respect.
- Enhance communication and interpersonal skills within the family and with employees.
- Address and resolve conflicts constructively within the family and within the team.
- Foster a positive and inclusive work environment that values diversity and inclusivity.
- Develop and implement performance management systems that motivate and engage team members.
- Build a strong and cohesive team culture that supports the long-term success of the family business.
Who should attend
Families in Business: From Generation to Generation is intended for teams of business family members, such as:
- A chief executive officer [or top family business leader(s)] and his or her spouse
- Children of the business leader(s) and their spouses
- Siblings and their spouses/partners
- Cousins and their spouses/partners
These family members might be:
- A manager or an employee
- A board member
- A shareholder
- An interested relative, who may be an in-law
What you will cover
- The growing trend toward teams and partnership
- Knowing when to change to a team-based organization
- What families must realize about building a leadership team
- Steps to creating a team atmosphere
- Tasks and pitfalls in a sibling partnership
- First step: Establish a shared dream
- Pros and cons of 50:50 sibling partnerships
- Creating a level playing field for sibling co-leaders
- Settling ownership between siblings who've drifted apart
- Building a working relationship among cousins
- Nordstrom: Letting cousins take over
- Best ways for selecting third generation leaders
- Common threads of successful spouse teams
- Beating the stresses of mom-and-pop partnerships
- How five couples separate home, work, and responsibilities
- Using assessment exercises to find the ideal role for each partner
- Self-test for compatibility in running a business
- Ten strategies that encourage co-leadership
- How and when to form a team at the top
- Teaming up with hired managers to spur growth
- One model: Creation of an "office of the president"
- How to form, inspire, lead and support teams in the workplace
- When not to form a team
- Encouraging teamwork and rewarding team performance
- Ways to recognize potential team players
- Understanding stages of ownership evolution
- How to pull family stakeholders together
- Giving inactive shareholders a voice
- Non-stock ways to compensate family shareholders
- Settling disputes...and neutralizing troublemakers
- How partners from different families can build cooperation
- Understanding transitions to sibling and cousin teams
- Planning the changeover to co-leaders
- Beating the special problems faced by co-successors
- Teaching successors about teamwork
- How partners from different families can choose successors
- Overcoming obstacles to good communications
- Maintaining trust among all family members
- Why leaders must build consensus
- Resolving conflicts, getting around impasse
Schedule
Shanghai
$6,000
12-Week, 18 Aug 2025
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