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Choosing Sides in a Family Business

Choosing Sides in a Family Business

I sometimes write about conflict management and resolution, because family businesses are rife with opportunities for clashes of personalities and ideas.

(See: Embracing Conflict in Family Business & FamBiz: Conflict is NOT an option)

But this post will be a bit different from others I’ve written in the past.

Today I want to get into a family conflict and ask readers which side they would choose in a fictitious war between two sides in a family.

 

The Guerrero Family

Vince and Walt Guerrero are the two oldest brothers in the family that owns a specialized factory in a mid-sized northern town.

Their father, Guillermo, started the business some 40 years ago and is preparing to retire, leaving the business to his four children.

Sabrina and Teresa, the two youngest siblings, used to work in the business as well, but both left because there was just too much conflict.

 

Vince’s Side or Walt’s Side?

Vince and Walt don’t exactly see eye-to-eye on many things, and each of them wants to be the new President when Dad finally retires.

Sabrina and Teresa get along very well with each other, and they both love their brothers equally, and the boys are constantly trying to get their sisters on their side of every issue.

Which side should they choose?

 

A Common Scenario

While the scenario I just described is actually quite typical, the question that I’m asking you is not.

Of course, there isn’t enough information to give a reasonable answer to the question, and I already spent a couple hundred words describing it.

It’s actually a really stupid question because I’m asking you to “choose sides” when there really aren’t any sides to choose!

 

Study Group Example

One way that this post is different from my usual format is that I usually start out by giving some context to the genesis of the post, but this time I’ve saved that for here, in the middle.

I’m part of a peer study group through the Family Firm Institute (FFI) and we had a meeting recently where some of us got together to discuss a variety of topics, including some real case examples we are dealing with.

 

Conflictual Family Drama

One group member spoke about two siblings who were always in confrontations and how the other family members were always trying to decide which one of them to support.

We have a long-term FFI member who acts as a mentor and moderator on our calls, and she made a statement that resonated with me, so I wrote it down, intending to use it for a blog.

Nancy said, “Oh, so they’re choosing sides when there really aren’t any sides to choose!”

“Bingo!”, I thought.

 

Whose Side Are You On?

The point Nancy was making (I think!) is that while the combatants are trying to make it about “my side” versus “his side”, anyone else who looks at it that way is falling into a trap.

Taking sides is usually a false choice.

Oh, I get that this happens in family businesses, and it still happens far too often.

Family members who work together or manage assets together won’t always see things the same way and will often try ot get others to come to their side of every argument, but that doesn’t mean the other family members need to oblige!

 

Interests versus Positions

If you’ve read even a little bit about negotiation, you’ve likely heard about the difference between “positions” and “interests”.

Fisher and Ury’s “Getting to Yes” was the first place I recall reading about this, and that was in the 1980’s, so this isn’t anything new.

If each side simply holds to their position, the negotiation will likely remain a zero-sum game, where any gain by one side is a loss for the other.

 

Digging Their Heels In

Sometimes in a negotiation, both sides really dig their heels in, usually because there’s some emotional aspect to the conflict that prevents them from letting go.

And yes, sometimes in family businesses people get into conflicts that are complicated by emotional issues.

 

Get Past their Positions

In order to have a better chance at a successful resolution, you need to get past their “positions” (My way / I’m right) and get to their interests.

Then, when you can find the common interests that both sides have, there’s something to work with.

Can the other family members avoid taking sides, and look for common interests instead?

I sure hope so!

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Ownership Stages In Family Business

Ownership Stages In Family Business

Readers may have noticed that the topic of “ownership” has been featured in this space more and more lately.

That’s no accident, because last summer when I wrote “Ownership: The Forgotten Circle of Family Business” I also vowed to give this subject a bit more prominence here.

 

The Simple Stage “Model”

Most people who work in the Family Business field are well versed in this “model” that looks at things in their simplest form as a family business goes from one generation to the next:

Sole Owner => Sibling Partnership => Cousin Consortium

There really isn’t anything new here, but it’s a good starting place to discuss how the ownership of a family business can get more complex as the business goes from one generation of owners to the next.

The verb I chose there, “can get” was very intentional on my part, because things do not necessarily get more complex, depending on the desires of the family and the plans that they make about how the actual ownership will be transitioned.

 

Does this Tree Need Pruning?

As I wrote last year in “Pruning the FamBiz Ownership Tree”, sometimes the difficulty in passing a business down through generations is complicated by something as simple as math.

I recently spoke with a second-generation member of a farm family, and their case facts make for an interesting example.

Mom and Dad had 4 children, and each one of them is now married and they each have 4 children of their own.

The family group is expanding at a geometric pace. Will the farm be able to match that growth? That’s the proverbial $64 million question.

 

Counting People and Households

The farm initially supported 6 people in one household. One generation later, that became 26 people in 5 households. So far the math is pretty simple but only in a textbook example do things remain that way.

Did I mention that the range of ages of the grandchildren (G3) varies from late 20’s to single digits?

The oldest G3 member already has children and yet their generational “equal” is still in grade school.

How are they going to work out all of that stuff?

 

Getting Good Help

I often write about the importance of getting help from outside the family to assist and guide any family through these difficult decisions.

Luckily, there are surely plenty of well-qualified lawyers and accountants out there who have crafted the types of agreements and structures that are required to work out these complex cases.

So is that my answer, to go out and talk to a lawyer or an accountant?

Not so fast, please!

 

What Exactly Are You Trying to Do?

Before you look to technical professionals to structure things and write up the agreements necessary to formalize things, don’t you think it makes sense to figure out what you’re trying to do first?

How will the four siblings in the example above work through the decisions surrounding the best way to structure things?

I’m going to assume that the four siblings won’t all necessarily agree with each other on every question right off the bat.

OK, so what if the one who is the de facto leader of the business were to simply get a lawyer to write it up his way?

Well, that might be efficient, but I’m willing to bet that some negative consequences would result, somewhere down the road.

 

Governance and Ownership

Who died and made him king? Maybe that isn’t just a rhetorical question; maybe before Dad passed away he did “anoint” his successor.

I don’t know enough about the specific case facts here, but they are not that important to the discussion.

My point is that the ownership of the business is a very important aspect to understand and work through in a thoughtful manner, but it is not sufficient by itself.

A family facing this type of situation actually needs more than just clear ownership, they also need to agree on governance.

 

How Will We Decide Things Together?

When people try to simplify governance, they usually mention communication, problem solving and decision-making.

I can’t really make it any simpler than the six-word question, “How will we decide things together?”

It’s a pretty short and simple question, but answering it is rarely short and simple.

And getting the right answer for your particular family is actually more important to work out than the more straightforward questions about ownership.

 

Please see: Family Governance, Aaaah!

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“Clunky Ownership Syndrome” in Family Business

“Clunky Ownership Syndrome” in Family Business

Ownership usually doesn’t get much attention in the area of family business, and there are many reasons for that, and we’ll get to some.

Maybe I’m emphasizing it too much. I did a quick search of my website (www.ShiftYourFamilyBusiness.com) and found that I’ve already written 3 blogs with “ownership” in the title.

Everything is relative, though, and even with this fourth blog on the subject, that’s less than one blog a year about this “forgotten” circle. (see: Ownership: the Forgotten Circle of Family Business)

 

Status Quo That Lasts

The people who own a business have certain privileges that come with ownership, but with those, there are also responsibilities.

Most people who work for a family business know who the owners are, and they’re usually given certain deference.

The owners, in turn, try not to act like superior overlords, and this dance can continue for decades, as long as nothing changes.

 

Fast Moving World

While ownership remains fixed over time, the two other “circles”, family and business, are constantly in flux.

The business evolves, new products are launched, new locations opened, expansions bring in new employees, and new markets are developed.

Financial results are compiled monthly and quarterly.

The family also changes, as members find partners and have children, people get educated and find their passions, some join the business, and everyone grows older every year.

Oh, and some die.

Things are constantly evolving, and changes are part of life, and these days things seem to move more quickly than ever.

Yet ownership usually stays fixed, and rarely even gets a second thought.

 

Clunky by Definition

I chose the word “clunky” to describe the situation because it felt like the right word, and I’ve used it to explain this to people in the past.

Searching shutterstock.com to find an appropriate image for this post, I almost had second thoughts, as the photo choices for “clunky” were mostly 1980’s cellphones.

(I went “outside the box” a bit with my choice of hippos; not sure it worked (?)).

Then I Googled “clunky definition” and I was immediately sold on the fact that clunky was the right word.

Here’s what came back:

clunky: awkwardly solid, heavy, and outdated.

 

So What? 

I’m not suggesting that ownership should necessarily change more frequently than it does; that would be stretching it.

What I am saying is that the definition above includes a couple of words that many family businesses should be thinking about much more than they typically do.

There are only four key words in that definition, so you can probably locate the two that are ringing alarms bells in my head.

 

Awkward!

“Awkwardly solid” almost sounds like a backhanded compliment. Solid is usually positive, but when it’s awkwardly so, well, maybe not so much.

Family business relationships are often already awkward, simply because family and business overlaps cause complex situations.

Now throw in ownership overlaps, compounded by the fact that things are stuck in the past, and things get even clumsier.

 

Outdated

“Outdated” is probably the simplest word to describe the issues that I’ve seen regarding the ownership of family businesses.

It’s not hard to understand why things change so infrequently, but that doesn’t mean that everyone should just be cool with it.

Rising generation family members crave some clarity about their futures, but they often continue to put up with vague replies when they broach the subject.

“Don’t worry, some day this will all be yours”

 

When Exactly is “Some Day”?

Once again I feel the need to explain my views on this, lest readers get the impression that I think ownership changes absolutely need to happen more regularly and quickly.

I’m advocating for some thoughtful discussion and planning, and hopefully some transparency.

 

Transition Planning

As the business evolves and family members age, transition plans are contemplated to make sure that people will be prepared to assume their future business management roles.

Don’t forget that there needs to be an ownership transition too.

 

Two-for-One

Do you really think it makes sense to think about those things as completely separate discussions? I don’t.

And if you ask those being groomed for future management roles, I bet they’d agree too.

Look 15 years into the future. People will be that much older, and the business will have grown.

If nothing changes, your current ownership structure will be pretty clunky.

Start planning those changes now too.

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Realistic Family Governance Goals

Realistic Family Governance Goals

I recently spent a day in New York City at the second annual conference of the Institute for Family Governance.

It wasn’t only interesting, but in some ways inspiring. But upon further reflection over the following days, I almost felt like it might’ve been a bit too inspiring.

I’ll get back to that part later.

 

Generative Families

The opening speaker was Dennis Jaffe, who didn’t disappoint, as usual. His presentation was titled “Do you need a different mindset to create a fortune than to hold onto one?”

I love that title because it’s a question that answers itself, with an “of course” as soon as you read it.

Jaffe went on to talk about what he terms “generative families”, which others call “legacy families” and still others dub “enterprising families”.

Generative families, according to Jaffe, see themselves as a “collective entity”, who’ve decided to develop into a “great family”.

 

Great “Family” vs. Great “Business”

This reminded me of a line that some people like to use with successful business people, to convince them to shift their focus.

“You’ve already created a great business;

now, why don’t you create a great family?”

It also fits nicely with the question that served as the title of his presentation.

Jaffe has studied dozens of such generative families who’ve been successful at transitioning their wealth over several generations.

 

Examples and Role Models

The rest of the day continued with examples of families who’ve figured out that family governance is the key to having a great family.

Simply put, without any governance, a family’s legacy has virtually no chance to survive over generations.

In the past few decades, people like Jaffe have done the work of learning what these families do, and have written about it so that other people can follow these role models.

 

Too Inspiring

So here’s why I think that in some ways the examples we heard about might actually be “too good”.

I’m willing to bet that none of those families made the decision to create a governance model on one day, and then had created and implemented it successfully within a year.

I bet most of them still had lots of work to do even after a decade. This work takes lots of time and effort, over many years.

 

Family Culture

Mitzi Perdue was our closing keynote speaker and she talked about family culture, which includes the answers to questions like “who we are” and “how we do things”.

She also correctly noted that these things don’t just happen by chance.

This stuff takes lots of work, and it takes lots of time.

And it takes a different mindset.

 

Family Alignment and Vision

I know that in order for a family to be receptive to putting any sort of governance into place, they need to be aligned, and have a similar vision of what’s possible.

Regular readers of mine also know this to be true (assuming they’re drinking the KoolAid).

But I feel like many of the attendees at this conference might have had the impression that some of the examples we heard about possibly seemed “too perfect”.

Advisors to families, and families themselves, who’ve never heard of family governance often need time to grasp everything that’s involved in this work.

Likewise, the entire family will rarely buy in all at once; there usually needs to be an “early adopter” or “family champion” who “gets it” first, and then leads the way.

 

Ironman Inspiration to Get Off the Couch

I love analogies, and I think of these great generative, legacy families that are the role models, as if they were champion Ironman Triathletes.

They’re awesome and inspirational, and that’s why they’re on TV.

Most people will never get to that level, and if they choose to stay on the couch because they know they’ll never be an Ironman, then that’s a missed opportunity.

Lots of families could benefit from getting off the couch and just going for a walk or a jog.

 

One Step, One Person, One Family at a Time

Family Governance starts with a mindset, and a group of people who are aligned.

It takes lots of time and effort to get there.

The good news is that it’s very incremental in nature.

Start small, get another person on board, and grow slowly.

Don’t compare yourselves to the best and get discouraged.

It can be done, and it is so worth it.

 

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Shifting FamBiz Time Horizons

Shifting FamBiz Time Horizons

Family businesses are known for looking at things from a much longer time perspective than larger, publicly traded companies.

They aren’t concerned with how their decisions will affect their next quarterly earnings release, and instead focus on how things will look in a quarter century.

 

How Fixed Is a Time Horizon?

The long-term view can stay the same for decades, but sometimes events occur that make changes desirable over a much shorter timeframe.

One of my continuing roles in managing our family office is handling the asset allocation to various professional outside investment managers.

We recently decided to divest one position and I was surprised to learn that there would be an early withdrawal penalty for not having held it for the 5-year minimum.

Hmmm, I wondered, why had I not noticed that back then (it’s been over four years)? Simple, at the time it did not seem like it could ever be an issue.

Things change…

 

Time Flies

In another sphere of my life, a couple of years ago I was in Boston with the family, and we went to the Harvard bookstore to look at their swag.

I curiously asked my kids if they’d ever thought of attending that school.

I’ve since done campus tours at most of the Ivy League schools, plus a bunch more, with both of them, and yet in a few months that important chapter of my life will also be behind me.

How could my focus change so quickly? It feels like just yesterday we were looking at daycares.

 

Teens, Seniors and the Sandwich

Maybe it’s just that I’m part of the sandwich generation, with two teens and an octagenarian mother who depend on me.

During those life stages, a few short years can change many aspects of one’s life.

But every family has people at various ages and life stages, and that’s part of why business families are so complex.

 

Family Life Cycle

If you read some of the books around family wealth and making it last over generations, you’ll surely come across authors who talk about “100 years” as a timeframe to consider.

I have to admit, when I first saw this a few years ago, I thought it would be difficult for most people to grasp.

Heck, I was working in this space, and I was having trouble wrapping my mind around it.

I’m pretty sure I “get it” now, but I’m not sure if it’s because I’ve become used to hearing it, because I’m a few years older myself, or because I’ve “matured” into a different life view.

 

Legacy Families 

If you want to learn from families who’ve been successful in transitioning wealth from one generation to the next, and done so more than just once, well, you almost have no choice but to look at those who have lasted a century or more.

At the recent Institute for Family Governance conference, one speaker mentioned that a 20-year investment time horizon for a family might be considered “short term”, and I agree.

But if I want to look at things that way, first I need to almost be able to remove myself from the equation.

I now realize that maybe the investment we were divesting shouldn’t ever have been made because it did not fit such a long time horizon.

 

My 100-Year View

Or maybe for my family, a 100-year horizon isn’t appropriate, because our family never quite reached the wealth level necessary to become a “legacy family”

Maybe another lesson here is that it’s easier to help some other family deal with these questions than it can ever be to look at this for your own family.

It’s really difficult to look at these kinds of multi-generational issues when you and your life are part of the equation.

It’s much easier for me to draw out your expected lifespan and matter-of-factly talk about how things will look decades later. Doing that for me, um, not so much.

 

Not Fun? Doesn’t Mean You Don’t Need to Do It!

Realizing that things are complex and potentially not fun does not absolve you of the responsibility to actually take care of important things, though.

Thinking about the importance of this is the first step to getting started. Now go and find someone who can keep you on track.

Then together you can take the steps needed for a true 100-year plan.

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Christmas Resolutions for a Family Business

Christmas Resolutions for a Family Business

I hope everyone reading this has a great Christmas, or whichever other holiday they celebrate at this time of year.

I also hope nobody thinks that I actually wrote this on Christmas Day.

I’m a creature of habit and pride myself on being consistent, and my blogs have been going out to subscribers on Mondays for years now, and I’m not changing that just because it’s Christmas.

Recently I started writing them a week ahead of time to take the pressure off my website/social media team.

And if you’re wondering if there’ll be another blog in your inbox on New Year’s Day, stop wondering, because that’s a Monday too.

Timing Is Everything

Because I knew that this would be arriving in people’s inboxes on Christmas, and realized that many people wouldn’t be reading it until later, the “Resolutions” part that’s normally associated with New Year’s feels less clunky.

And it should help me make my point. So what is that point? Glad you asked.

During a recent exchange with a potential client, a lightbulb went on in my head as I realized they had some possible similarities with one of my current client families.

And in fact, I know of a few other families who could benefit from the kind of work I’m doing with them.

 

Rising Generation Group

The family client in question is one where I work with only the third generation sibling group. I’ve met with the parents only once, and this is an engagement that began almost two years ago.

The parents of the four Millennials from that family decided to hire a coach to work with their children, and that is what I’ve been doing with them, almost exclusively without their parents’ involvement.

I admit that this is a bit of a “non-standard” type of engagement, because most parents would not think of doing this in such a “hands off” fashion, but they put their trust in me to work with their offspring and haven’t looked back.

The other family I mentioned, the potential client, is one where the third generation family members are a larger group, and it includes four groups of cousins. But I’m going to suggest they try something similar.

 

Budget for Development

So the holiday tie-in I’ve contrived is that giving a generational group of people the gift of hiring them a coach to work with them could be a great Christmas gift.

But the gift can be even better if it is combined with a resolution (New Year’s tie-in!) to essentially stay out of trying to direct what the group works on with the coach.

If you are hiring someone to tell your kids what to think and do because they aren’t listening to you, save your money and time and forget it.

If you want to establish a budget for their development, especially to work on things together, that’s a pretty cool angle to take.

 

A Leap of Faith with the Right Attitude

My client family kind of took a leap of faith with me, but it was combined with the right attitude of trusting their kids enough to let them figure things out with me together.

My premise with them has always been that parents who have built up a business or great wealth all have the same fear:

that after they‘re gone, the kids will fight over things

and the wealth will destroy the family.

Having me as an independent, unrelated outsider to work with them has been a great exercise in teamwork for them, as I am essentially mostly a guide and mentor, as they do the real work of planning activities for the extended family group.

 

Early Stages

The early stage work we’ve been doing is also paving the way to the future important discussions that they will soon be having with their parents, once their parents recognize that they are ready.

After they’ve gotten to know each other better, and have learned how to work together as a team, those future “tougher” steps will be soooo much easier for everyone.

 

Xmas gift, NY resolution…

If you’re a family with the worry I noted above, why not resolve to look into this idea in 2018? I’ll gladly share some of the secrets of what I’ve been doing and see if it could work for you too.

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Embracing Conflict in Family Business

Embracing Conflict in Family Business

Last week I mentioned the Family Firm Institute’s annual conference that I attended in Chicago in October, and how I came home with many weeks’ worth of blog material.

So today I’ll take one of the sessions that I enjoyed and build this post around it.

Here’s the title of the presentation in question:

 

“Can Embracing Conflict Spur Positive Change?”

Joe Astrachan and Carrie Hall were the presenters, and they based much of their discussion on a recent survey of some of the largest family businesses in the world.

Here is a link to their report.

Often when people like me get called into a business family, it’s because there’s something going on that could be described as “conflictual” in nature.

One of the first pieces of “good news” from the conflict is that it has heightened the sense that there’s a need to call in an outsider to help get the family to a better place.

Now, if that outsider is open-minded, well trained, and comfortable with a high conflict environment, then why couldn’t the conflct actually spur positive change?

What’s the Alternative?

Too often families will avoid conflict, or even any semblance of conflict, at all cost. Certain family cultures simply don’t “allow” any expressions of confrontation, negativity, or even challenges to authority.

Unfortunately, that often masks important differences that actually really NEED to be expressed, brought out, and dealt with.

One of the first pieces I recall reading about this, the one where you could say I had my “A-Ha moment” on this subject, was “The Invaluable Gift of Conflict”, by Matt Wesley.

 

Two Main Components

The presence of conflict, aside from it resulting in the arrival of an outsider to assist in moving the family forward, is also that visible conflict is preferable to simply having issues simmer quietly under the surface.

The consequences of unexpressed issues can be bitterness and dissatisfaction that lasts for years (decades?) before finally exploding. Unaddressed issues will often only get worse with time.

But the second “good news” aspect of conflict in a family business is the “energy” that it can create, and that energy can be harnessed, for “good”.

 

Stagnation and Apathy

One of the side effects of having people who are displeased in key positions (in the business or in the family, if not both) is that it can breed apathy and a feeling that things will never change, or that they’ll only change far in the future, and only when their perceived “problem person” is gone.

That apathy and feeling of resignation can turn into stagnation very quickly.

Conflict that erupts and becomes visible can be much healthier because at least you can see it and you’re forced into action to deal with it.

 

“One Story”

Back to the presentation by Astrachan and Hall.  The biggest “take home” message for me was their idea of creating “one story” for the family to tell.  Some background and context are necessary here.

They described a situation where there was a severe rift in a family, yet a couple of the branches of the family managed to come back together.

One of the keys to making it all work, was to come up with the “one story” that the family would tell (to themselves and to the world in general) about the business and the family history.

 

Singing from the Same Hymn Book

Any family business that has lasted more than a few decades will do well to compile and tell their story, if only for the “marketing” power that this can have.

When it comes time to “inculcate” younger members of the family into the business’s culture, these history lessons are pretty important too.

But in the case of a family “coming back together” after a rift, the part of the story dealing with the cause of the rift, and more importantly, the way the family overcame it, can be huge.

 

Positive Change

The presentation (and this blog) are about positive change, and getting the story straight can have more of a positive influence than many people will realize.

The first step may just be to learn to “embrace” the conflicts that you can actually see.

You can only get through difficulties when you actually put things “on the table”. And if you need outside help, then get some.

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Genetics, Luck, and Karma: Secrets to FamBiz Success

Genetics, Luck, and Karma: Secrets to FamBiz Success

People ask me where my blog ideas come from, because I find something different to write about each week. My answer: “anywhere and everywhere”.

This week it’s from watching Jeopardy, and one of Alex Trebek’s brief interviews with the contestants.

 

Top 5 of All Time

A bartender named Austin Rogers had a fantastic run recently, running up over $400,000 in winnings in just over two weeks, which placed him in the top 5 of all time Jeopardy winners.

After he had accumulated some sizeable winnings, Alex asked the likeable young man from New York to what he attributed the success he’d been having on the show.

His honest reply struck me as quite refreshing:

“Genetics, Luck, and Karma.”

 

Fits with Family Business Success Too

 I couldn’t help think how nicely these three elements fit with family business success too.

I realize this isn’t necessarily obvious, but hey, that’s why I write these blogs, to share my thoughts on just this kind of thing. Let’s take them one at a time.

 

Genetics

The family business angle fits pretty clearly with the genetics comment. “He sure seems to take after his Dad”.

Yes, indeed, we do inherit many traits from our parents, and in a thriving family business, the hope is usually that the next generation will have many of the same positive characteristics that made the parents successful.

Problems can arise though, when the children have different positive traits, and clashes can happen when the generations don’t see eye-to-eye on everything.

 

Luck

Luck is a bit harder to get agreement on. Successful people like to think that they alone are responsible for their company doing well, and in most cases that’s true, but it’s only part of the formula.

I can’t help think that luck has more influence on how things turn out than most people acknowledge.

Yes, I’m quite familiar with the expressions “You make your own luck” and “The harder I work, the luckier I seem to get”, and they resonate nicely with me too.

But, for every business person who blames failure on “bad luck”, there’s probably another who should be thanking “good luck” for their success.

 

Karma

If you think that luck was a difficult concept to grasp, let’s move on to karma, and try our luck there.

Let’s start with a quick Google search, which turned up this nugget:

          Karma (car-ma) is a word meaning the result of a person’s actions as well as the actions       themselves. It is a term about the cycle of cause and effect. According to the theory of Karma, what happens to a person, happens because they caused it with their actions.

That wasn’t exactly what I thought my search would turn up, but who the heck am I to argue with Google? That might not bring me good karma. (See what I did there?)

A lot of different things come to my mind when I think about karma. The “Golden Rule”, and “Do unto others” are a couple of them.

I also think about humility, and not acting like you’re better than everyone else, because that probably won’t create good karma.

 

Humble and Kind

The Karma idea made me flash back to a blog post from June 2016, Humble and Kind, in which I wrote:

And if you do start out humble and kind when you are young, how did you get that way? My guess is that most of it comes from your parents and the example they set.

When family businesses fall apart, it is usually in large part because of family conflict, so what happened to the humility and the kindness?

When I first thought about Karma and family business, I thought about in the ways that the business interacts with customers, suppliers, and competitors; you know, the outside interactions.

But now that I’ve re-read the excerpt from that blog, it makes me realize that the internal Karma, within the family, is probably even more important.

Teaching your children about karma brings good karma.

 

Something to Think About

Back to Austin, our Jeopardy contestant. He eventually lost a game and was dethroned, but his reaction seemed to fit with his penchant for keeping the karma gods happy.

He was last seen laughing and high-fiving the woman who beat him.

His luck might’ve run out, but his karma was going strong.

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5 Things you Need to Know: Purposeful Planning

Once again this week’s blog comes from a being an interested listener/participant on the weekly teleconference of the Purposeful Planning Institute.

The guest thought leader was Babetta von Albertini, who is a relatively new PPI Member, but who also heads up the Institute for Family Governance, which will have its 2nd annual conference in NYC in January 2018.

That these two groups fit together well should go without saying.  Purposeful Planning and Family Governance could almost be considered two sides of the same coin.

 

Case Studies

The title of the call was “How to Give Powers to Trust Beneficiaries” and during the first part, von Albertini covered the details of two actual case studies that she was involved in recently.

As I listened attentively, I had a bit of an “A-Ha” moment and I realized that Q&A time (where often the questions are replaced by comments) was fast approaching.

I jotted down a few notes about the cases she’d presented, and I concluded that she’d almost given a perfect definition of what Purposeful Planning is (or should be).

 

Jumping In

I was the first person to “Press 1” so I got the floor first (this isn’t unusual for me on many of these calls).

If you listen to the recording, you’ll note that my summary was well received by the host, the speaker, and subsequent participants.

This not only stroked my ego, but also inspired this blog post.

Without further ado, here are:

5 Things to Know about: Purposeful Planning

 

  1. High level, strategic planning

So many of the people who are “experts” in the field of estate planning or succession planning are actually specialists in certain “tactics” that are often employed in the process.

Purposeful planning takes things to a higher level, and looks at things from a bigger picture view, from a higher level.

It truly is a strategic exercise, and it involves the complex interaction of a variety of specialist fields.

 

  1. A team of experts, collaborating together

Because it is complex by nature, a truly strategic effort necessarily involves a variety of specialists.

But a bunch of experts who stay in their silos rarely makes for a great plan. The experts actually need to collaborate and work together to find the solutions that suit the family client.

 

  1. The family is at the center of everything

As I just alluded to, the client is the family, AND the client is at the center of everything. Purposeful planning looks first and foremost at the purpose of the wealth, which is to serve the family.

Too often, estate and succession planning are simply a compilation of tactics put together in a way that sounds great, in the same way that Giorgio Armani looks great on the mannequin in the store.

If it isn’t custom tailored for me, it probably won’t fit, and it will ultimately be uncomfortable and look silly on me.

But I will have paid a hefty price for it…

 

  1. Simplicity is valued over complexity 

The case studies that were discussed on the call also involved a very interesting key step along the way. There were many long legal documents, including a bunch of trusts, but there was also a painstaking review process of those.

The key step was a two-page summary that was prepared for each document, which laid out, in simple terms, what was included in the 60- or 80-page document.

That way, anyone and everyone could actually understand them and discuss them intelligently.

Wow, clarity and simplicity, what a novel concept!

 

  1. Beneficiaries are empowered 

One of the major concepts that I left for last but not least, is that part of the family-centric nature of purposeful planning actually strives to empower the next generation beneficiaries.

How many of us have heard of people who are “trust fund babies” who are actually severely hampered by their position as recipients of funds for little or no effort?

Purposeful planning tries to actually empower them to have a say and some control over their lives, and doesn’t treat them as less capable people who are simply entitled.

 

An Idea Whose Time Has Come

Members of PPI probably already “get” most of what I’ve written above, but sometimes we all need to be reminded of some of these things.

More than that, we need to grow the number of those who get it, and make this planning the rule rather than the exception.

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The Dimmer Switch vs. the On/Off

The Dimmer Switch vs. the On/Off

This week I’m going to touch on a very big topic that I haven’t written nearly enough about. It’s also a subject that lots of families face, whether they have a business or not.

The idea came to me a couple of weeks ago while listening to the weekly teleconference of the Purposeful Planning Institute.

As I had stated in Huge Liquidity Events – Great News, Right?, there was going to be at least one other blog that came from that call.

The great nugget for this blog actually came from the Q & A at the end of the call. (Many Thanks to Matt Wesley of Merrill Lynch)

 

Having the “Money” Talk 

One of the call participants asked a question about helping their client families have the big talk about wealth.

You know how this goes. Wealthy parents talk to their advisors, the advisors strongly suggest that the parents begin to share information about their wealth with the kids, and the parents usually balk.

They understand that they should have the talk, but that doesn’t mean that they know how to do it.

 

The Dimmer Switch Analogy

The man who asked the question was looking for ways to help his clients begin the important stage of sharing information about the family’s wealth with their children.

The answer that came back was brilliant, and it is one that I plan on using. Parents often think about this “talk” as an all-or-nothing proposition. They shouldn’t!

It’s not a binary situation, where you go from complete “secrecy” to “full disclosure”.

It’s NOT a regular light switch, where the family was in the dark, and you flip the switch up and now everyone sees everything.

 

Time for your Pupils to Adjust

If you’ve ever gone to the movies during the day and you walk out into the daylight, you know that it takes time for your eyes to adjust.

In the same way, you really don’t want to “blind” your children with everything in one shot.

There is no need to quench their thirst for information with a firehose.

I like the dimmer switch analogy for a couple of reasons.

 

Shine a Little Light

I think the idea of “shining a little light” is the perfect antidote to the idea of “keeping them in the dark”.

And everyone knows what a dimmer switch is, and what it does. It allows you to control the amount of light.

So where should you begin?

 

Why Are We Here?

So let’s say you’ve decided that you can’t wait any longer and you need to talk about your wealth with the next generation of your family. Great. It’s not rocket science.

A frank and open way to get started is to tell them that you love them and that you care about them, now, and for the rest of their lives.

You could also share that you understand that if things go as they usually do, they will very likely outlive their parents, and that’s a good thing.

So, given that, there’s a lot of “stuff” that you have accumulated over the years and you need to begin to figure out what’s going to happen with it all after your gone.

 

One Step At a Time

The stage is now set. You have made them aware that you will be having some important discussions going forward.

And you control the dimmer switch, on both “how much” and “how fast” you’ll shed the light.

You don’t have to do it all today. Or even this week. Or this month. But preferably once you start, you do continue again sometime this year.

They may ask questions. That’s a good thing. You need to respond to all of their questions, but that doesn’t mean that you have to tell them everything they want to know.

Take your time. Turn that dimmer switch very slowly. But do turn it. And don’t turn it back the other way, although I’m not even sure if you can turn this metaphorical dimmer switch back towards darkness.

 

Dialogue > Monologue

You may have pictured yourself giving your family a speech about this subject. I strongly urge you NOT to look at it this way, or to act this way.

The “go slow” approach works well because you can adjust as you go. A dialogue, where you take the time to listen to their questions and concerns, is what you should be going for here.

 

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