In a family office, those capabilities can help clarify what a role truly requires, evaluate candidates more systematically, and consider how someone is likely to operate in a setting where judgment, discretion, and relationships carry unusual weight.

Family office investment decisions often look technical on the surface. But for the family, they may also carry meaning about legacy, control, loyalty, stewardship, fairness, authority, or rising-generation voice. That's why approval doesn't guarantee ownership.

They discuss: · How a strong sense of individual identity shapes long-term family decision-making · How to balance protecting and challenging the next generation · Where advisors add the most value by supporting growth without overstepping

My session explored a question that comes up often in family enterprises and family offices: What happens when the same investment is viewed through very different lenses?

I was sitting in a meeting with some family wealth advisors recently when someone said: “We want to offer coaching and facilitation to families we work with — but we don’t know when to suggest it, or how.” It didn’t sound like a problem to solve. It sounded like something advisors feel before they can name it. I’ve heard versions of this from many advisory teams, and over time I’ve started to notice some patterns. Often the conversation has already shifted when: • the data ar

In every family enterprise, there comes a moment when a rising-gen leader needs more than advice, they need a place to think. The most powerful mentoring relationships involve thoughtful conversations where a rising leader can think out loud, test ideas, and explore the internal conflicts that shape their decisions. In my experience, what rising-gen leaders want most is a place to strengthen their own judgment. Someone who listens closely, helps them see patterns, and encoura

I’m grateful to the editors at FamilyBusiness.Org for publishing my new article on how leadership readiness develops across generations in enterprising families. In conversations with founders and senior leaders, I often hear a quiet tension: a desire to prepare the next generation for greater responsibility while also protecting the principles and decisions that built the enterprise. On the other side, rising leaders often want to contribute more, but aren’t always sure h

That was the central question Doug Baumoel and I explored at the The Family Firm Institute - FFI Global Conference in Boston in October. Entrepreneurs build extraordinary enterprises through clarity, conviction, and individual drive. Yet as family enterprises mature, the developmental task shifts: From one leader to many stewards From singular vision to collective capability From “I know the way” to “we can find the way together” This transition isn’t automatic. It’s a le

Glad to be included in the 10-year anniversary issue of The International Family Offices Journal, published by Globe Law and Business...