Building Strong Family Teams
Introduction
Building strong family teams is essential for ensuring unity, collaboration, and long-term business success. A well-aligned family team fosters trust, effective decision-making, and a shared vision, balancing personal relationships with professional responsibilities. Clear communication, defined roles, and mutual respect help prevent conflicts and promote efficiency. Strong teams also facilitate smooth succession planning, ensuring continuity across generations. Without cohesion, family businesses risk misunderstandings, power struggles, and operational inefficiencies. By investing in leadership development, governance structures, and conflict resolution, family teams can work harmoniously, driving innovation, stability, and a lasting legacy for the business.
This training program is designed to include:
- 16 hours of training
- 03 months of 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
