Transforming the culture in family businesses requires unique approaches due to their deeply rooted traditions and complex dynamics. By leveraging their strengths, involving all generations, and introducing new rituals, family businesses can align values with goals, fostering an environment of psychological safety and emotional intelligence for improved engagement and productivity.
Emotional Intelligence (EI) is key for family businesses. This post explores how self-awareness, empathy, and self-regulation can transform family ties into business assets, fostering a culture of professionalism. Learn strategies for embedding EI in your family enterprise, and pave the way for a harmonious, successful legacy.
Explore the fine line between rumination and reflection. Learn to recognize the signs of harmful overthinking and embrace constructive self-analysis. Grounded in psychological research, this post offers simple yet profound strategies for turning inward musings into positive change.
Discover ways to navigate conflict in family businesses through emotional intelligence and open communication, turning challenges into opportunities for innovation and strengthened relationships.
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.
Allie Taylor recently participated in a podcast hosted by Russell Haworth of the Family Business Podcast in the UK.
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.