Unveil the emotional complexities that make or break leadership in family businesses—beyond what traditional frameworks can address. In Part Two of our series, we identify five unique roadblocks to effective leadership and offer practical exercises to enhance your leadership effectiveness immediately.
Discover why traditional frameworks fall short for family businesses and how emotional intelligence and identity can unlock leadership potential. In this first installment of our three-part series, explore the unique dynamics of family enterprises and gain practical insights to enhance leadership effectiveness.
Navigating CEO succession in family businesses requires balancing emotional dynamics and legacy considerations with the objective expertise and strategic focus an external CEO might bring, ensuring the best interests of both the family and the business are prioritized for long-term success.
Family businesses are known for caring for staff and their extended families. Relationships are essential. Health care options are an important component of this care - but costs are spiraling out of control. We discuss this challenge and seek to identify options.
This mini case study is designed to help you learn how pausing helps you prepare for and move through significant transition points in your family business.
As we come to grips with this surreal environment the focus shifts to helping business owners identify their best options for surviving the crisis with an eye toward thriving during recovery.
Snowflakes are one of nature’s most intriguing structures. Closely held businesses with multiple shareholders (particularly family businesses) are very much like a snowflake.
Manifestation of power, authority, control, and influence (*PACI) among shareholders and employees in closely held businesses serve as leading indicators for the likelihood of success at points of significant transition.
The dinosaur effect results from leaders having blind spots about how their words and actions impact staff, derail alignment, and erode organizational outcomes.
In framing a problem we set the psychological parameters against which we endeavor to solve the problem. A mis-framed problem will have mis-framed solutions.
When I met Aaron and Janet they were engaged in their third attempt at family succession. In many ways this attempt is no different than the first two abandoned attempts.
Owners report experiencing these 9 pain points when working with advisors…
“Conflict”… what is the first thought, feeling, or image that crossed your mind when you read that word?
Axial talked to Dr. Allie Taylor about how Orange Kiwi is different from a typical advisory firm, the most surprising thing she uncovered in her research on business owners, and more.
Successful entrepreneurial owners are: dynamic, resilient, driven, focused, goal-oriented and the businesses they build tend to reflect this nature.
The art of reflection does not come naturally when you are “wired” with a bias toward action and execution. It was not until a mentor challenged me to create space for reflection that I realized its power.
Owner experience, advisor observations, academic literature, and popular books agree – significant transitions (scale, sale, succession) fail more often than they succeed in the low to mid-market business environment.
Decision-making is the single most important function of a management team, yet few spend any time thinking about the ruthless pursuit of effective decisions.