Family business coaching

Emotions shape every decision in a family business, yet they’re rarely discussed—until it’s too late. Power struggles, hidden fears, and deep-seated rivalries don’t just cause tension; they can tear a legacy apart. Just look at the Redstone family’s brutal fight over ViacomCBS—was it really about control, or something deeper? When families ignore the emotions driving their choices, boardroom battles turn personal, and successions collapse. The question isn’t whether emotions exist—it’s whether you’re willing to face them before they sink the ship.

Navigating change is never easy, especially when legacy and tradition are at stake. This article explores the transformation of a family business that embraced innovation without losing sight of its roots. Their story highlights universal lessons on adaptability, emotional resilience, and turning turbulence into opportunity.

When a family sells its business, the transition often challenges its sense of identity and purpose. Family offices serve as a bridge, helping families manage wealth while fostering emotional connection, unity, and generational relevance. This article explores how family offices navigate the complexities of governance, relationships, and evolving values to remain impactful across generations.

Born into a humble family, two brothers built a successful business in Argentina only to see it collapse due to an economic downturn and personal strife. True success extends beyond monetary wealth, emphasizing the critical importance of nurturing robust relationships and mental health in all aspects of life, both personal and professional.

Family-owned companies play an important role in most economies. As new generations become more involved in the growing family business, frequently, a shift occurs from a family focused on running a single business to a family with a broader business orientation. This natural evolution inevitably causes changes in the dynamics and the complex interplay of emotions between a family and its business. This article explores the transition from being a "family business" to becoming a "business family."

The Paska Group based in Mexico is a family-owned business conglomerate with a rich history spanning over five decades. The group has successfully navigated the challenges of maintaining family values while growing and diversifying the business. However, in recent years, the family and the business faced a growing conflict that threatened to tear them apart.

Every family possesses its stories – stories of affection, disagreements, aspirations fulfilled, and aspirations shattered. However, what transpires when the burden of an inheritance jeopardizes the foundation that keeps a family united? This genuine account is not about wealth, conflicting entrepreneurial perspectives, or passionate arguments. It is about finding mutual ground and acknowledging that the true richness of a family lies in the connections and the cherished moments they share.

Due to unresolved family conflicts, three sisters who owned a company sent their husbands to represent them at board meetings. This turned the meetings into personal battlegrounds, impacting the company's decision-making and causing internal divisions. The situation underscores the need for clear communication, role definition, and separation of personal issues from business in family-run enterprises.

This blog addresses a subject that sooner or later affects the vast majority of those fortunate enough to inherit a going family concern and wealth.

A true story about the devastating consequences of unresolved conflicts, simmering tensions, and emotions that can tear apart families and close relationships.

Family enterprises, spanning generations and ranging from small businesses to large conglomerates, have long been at the heart of the global economy and are often the foundation of a family's legacy. Their success and continuity depend on their ability to create value, remain relevant in an ever-changing world, and successfully deal with generational changes.

Ford Motor Company, an American multinational automaker, was founded by Henry Ford in 1903. Over the years, the family-owned business has faced various challenges, but one of the most significant ones has been the issue of succession planning.

Citibank Private Bank in New York hired me to become its "family and corporate governance champion" for Latin America at the beginning of the new millennium. It was an elegant way of saying that it was my job to support family business owners in their goal of building dynasties to keep their families unified over generations and help their family-owned businesses to perpetuate.