When considering succession and governance, matters of family leadership bring a myriad of considerations. This seemingly low priority issue is conceded by enterprise leaders as critical to the sustainability of any multigenerational business.
Good family business leaders have to keep a pulse on important matters to date, and what the future holds. They seek new paths and new business processes, and are continually re-engineering their entities for growth and alignment with the family’s needs.
At BGI, we make use of psychometric evaluations tools and other processes to train and develop high potential next generation family and non-family leaders. These include:
- Founders
- Next generational leaders
- Sibling and cousin
- Non-family execs
- Family councils
- Board chairs