Governance in the Family Business

This programme is only available on in-company basis. Please, contact us for more information

Course Description

Governance means different things in different organisations but can be particularly difficult to define in family run businesses. Complex dynamics between family members, different visions for strategy development and ownership as well as succession, can create quite emotional environment in many family run companies and make decision making a difficult process. That's why defining clear values, mission and strategy is particularly important in family businesses.  

This highly practical 2 day course examines the best practices in the governance of family businesses. You will have a chance to examine different challenges facing family businesses and explore the range of effective governance tools, structures and mechanisms available.

Conducted by a trainer with over 20 years of international experience in family businesses and wealth management advisory this programme will equip you with a solid understanding of available strategies and help assess the best ones for your organisation. 

You may also be interested in Managing Family Office & Wealth Programme in London. 

What Will You Learn

By the end of this practical 2 day course you will 

  • Identify and define your family business values, mission and vision and build the governance strategy around them 
  • Developing family policies 
  • Decision making mechanisms and processes
  • Understand the responsibilities and structure of the board of directors
  • Manage family brand
  • Understand the structure of shareholders agreements
  • Identify things to consider when selecting advisors

 

 

Main Topics Covered During This Training

  • Defining family values, mission and vision
  • Defining family governance 
  • Identifying potential areas of conflict
  • Communication and maintaining family unity
  • The relationship with the Family Office
  • Managing family brand
  • Next generation family member development
  • Structuring shareholders agreements
  • Defining the role of the board of directors 
  • Linking governance to performance
  • Setting up strategy and performance indicators
  • Family members on the board
  • Setting up succession planning
  • Planning for an exit of the founder

Who Should Attend

  • Family business owners and leaders in enterprises that are beginning to look at family governance
  • Board members and advisors who have an interest in supporting family harmony
  • HR practitioners in family firms dealing with family employment and compensation issues
  • Next generation leaders who want to ensure that good structures for success are in place
  • Advisors to Family Businesses
 

 

In-Company, call us for more information

Governance in the Family Business - 2 Day Training Course  

 

What is Family Governance?

  • Family businesses and Business Families
  • Vision, mission and values
  • The Family Constitution
  • Decision making mechanisms and processes
  • Family Meetings and the Family Council/ Assembly
  • Developing Family Policies
  • Governance structures
  • The source of conflict
  • Predicting potential areas of conflict
  • Communication and maintaining family unity
  • The magic of the family enterprise
  • The relationship with the Family Office
  • Family brand
  • Next generation family member development
  • Family Philanthropy
 
Case Study: The 3 generation “rule” - The erosion of family wealth and how to avoid it! 
 
Shareholders Agreements
 
  • The basics
  • Distribution policy
  • Liquidity policy
  • Transfer of shares
  • Restrictions
  • Exit strategies
  • Valuation issues
  • Minority rights
  • Management incentives
  • Major decisions
  • Deadlock
 
The Board of Directors
 
  • The benefits of a good Board
  • Defining the role of the Board
              - Strategy
              - Performance
              - CEO evaluation and compensation
              - Risk management and Compliance
              - Transformational transactions
              - Communications
 
  • Family members on the Board
  • Balancing family interests with professional management
  • The role of independent Directors
             - Protecting Directors independence
             - Recruiting and retaining independent Directors
 
  • Succession Planning
  • Special considerations on the exit of the founder
  • Building a council of Advisors
 
Conclusion

Our Course Director is currently working as a trainer and consultant focusing on the wealth management needs of high net worth private clients, their families and their businesses.  

Prior to this Bill worked in the international private banking market for almost 20 years. His private banking career began with Royal Bank of Canada where he spent 15 years in a variety of senior roles covering all aspects of the international wealth management business both onshore (London) and offshore (Bermuda).

Bill has broad general wealth management experience but his particular area of expertise is developing financial planning solutions for international high net worth private clients and their businesses who have complex cross border planning issues. In addition to wealth structuring, tax and estate planning the practice also advises on the specific challenges in establishing and growing a successful family enterprise.

During his career Bill has had responsibility for designing and delivering financial education programmes for professional staff and wealthy families in the Middle East, Europe, USA, Canada, South America and Africa. Bill is currently developing and delivering training programmes for international banks, private banks, wealth managers, family offices, professional bodies and regulators covering a broad range of financial, investment and soft skills subjects.

Bill is a Chartered Accountant (FCA), Trust and Estate Practitioner (TEP) and Financial Planner (DipPFS).

Governance in the Family Business <p>Governance means different things in different organisations but can be particularly difficult to define in family run businesses. Complex dynamics between family members, different visions for strategy development and ownership as well as succession, can create quite emotional environment in many family run companies and make decision making a difficult process.&nbsp;That's why defining clear ... In-Company