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Advisory 2016-12-13T10:27:23+00:00

Family Business Advisor

There is very little that I have not seen in relation to family business.

For over 25 years of my working life, I was involved in the running of our family business in Victoria. Having decided to venture into the field of consulting, I built on that grounding by becoming one of the few accredited Family Business Advisor members of Family Business Australia.

Over the years I’ve helped owners of family businesses resolve challenges where:

  • a member of the family is responsible to more than one other member of the family, thereby creating considerable confusion.
  • there is a lack of clarity over the needs and wants of individual family members with regard to the business because of family dynamics, meetings remain frustrating, lack focus, and negotiations are stagnating or appear irresolvable.
  • the family dynamic is unhealthy and filled with conflict and/or division
  • the family business is at risk because too much of the inner workings of the business reside in the mind of certain individuals instead of being written down.

Though each family business is different, the problems that underpin them are often the same.

Part of the value I bring to family businesses is an ability to put on the detective’s hat and uncover the source of the problem.

Once the issues and family business challenges are better understood, it is a matter of finding the most suitable solution.

Solutions might involve looking at family business governance approaches, or family business succession planning.  Potentially training or coaching/mentoring for some of the executive, or looking at a family business advisory board. Or some combination of these.

As a family business consultant, coach, mentor or chief listener – I’m comfortable in each of these roles.

One day Alice came to a fork in the road and saw a Cheshire cat in a tree. Which road do I take? she asked.
Where do you want to go? was his response.
I don’t know, Alice answered.
Then, said the cat, it doesn’t matter.

Alice in Wonderland, Lewis Carroll

Strategic Planning

You’d be surprised at the number of businesses I see who don’t have a strategic plan.

Of course, it’s possible to run a business without one. But in my experience, developing a strategic plan is arguably the most important exercise you can undertake if you wish to grow your business.

Why? Because a good strategic plan provides a reference point for people within the organisation to know where they are heading a year or two down the track. More significantly – the strategic plan identifies where their focus should be on a day-to-day basis, as well as the important milestones they should be looking to reach along the way.

Typical issues raised in a strategic plan include:

  • Where is the business now?
  • What is today’s vision for the business in 12 months? Two years? Three years?
  • What are the milestones along the way?

It’s this clarity that a strategic plan provides for everyone within the organisation that makes the exercise of developing one so valuable.

I’m sure that just like the business owners I’ve helped in the past, you and your team will find developing your strategic plan, a most valuable exercise.

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