Family Business and Board Leadership: A Delicate Balance
Family Business and Board Leadership: A Delicate Balance
I had the pleasure of leading a workshop at the October 2025 Private Directors’ Association PRISM conference. My topic “Balancing the Dynamics of Family Business Owners and Board Leaders” incorporated insights from my coaching and consulting over a number of years as these leaders navigate alignment in growing their companies.
Whether the boards are fiduciary or advisory, they must work closely with the owners to agree on the vision, mission, and strategies for growth. This is a complex process that requires careful consideration of interpersonal relationships, governance structures, and organizational goals. There are five primary challenges to navigate that can stem from deeply rooted transitions, emotional ties, and evolving business demands. (more…)
0
Read More
Recently, a client said to me, “It’s lonely at the top.” This person was feeling the weight of making major decisions that affect their company, their customers, employees, and shareholders. These are decisions that often must be made without clear or complete information; stakeholders might criticize them; and the impact may not be understood for months or years to come. 
Earlier this year I signed up to complete my third half-marathon which is scheduled in October. I consider myself more of a finisher than a runner, but here I am again. I keep doing it because it represents a goal that stretches my physical and mental abilities, and because I’m simultaneously raising money with a group called Love Runs to fight human trafficking. (Our goal is $150,000 and your donation of any size at this 
Recently, while on vacation, I attended a magic show. The illusionist left us in awe as he disappeared and reappeared in various parts of the auditorium, passed through plate glass windows, and showed his sleight of hand. He made it look easy, even though his performance reflected decades of practice. We know that magicians manipulate perception, use misdirection, high tech props, and other psychological principles to do the impossible. But we were still trying to figure out how he did it. 
Think of a recent situation in your professional role where you had a significantly different perspective or decision on a topic, compared to your colleagues. Once you realized your opinions diverged, did you launch head-on into convincing others that your position was the best one? Did you take time to listen to their point of view? Did you try to collaborate on a solution? Or did you avoid facing the differences and hope the whole issue would go away or subside on its own? 
One of the most important roles leaders find themselves in is setting or changing direction for their team. Whatever happened in the past, there is a need to clarify a future that is different or distinct. The operating environment or fundamentals may have shifted. New threats or opportunities may have changed the pathways for progress. And the metrics for success may require modifications. 
I live in the metro Detroit area, and for anyone who has a heartbeat here, we know that the Detroit Pistons are in the National Basketball Association playoffs. After last year’s poor 14-68 season, they’ve rebounded to 44-38 with a new coach and a physical style of play reminiscent of the 1989 and 1990 “Bad Boys” era when they won back-to-back championships.
Imagine that you’re the captain of a container ship, moving valuable cargo all over the world. You’re also part of a worldwide network of maritime container shipping vessels that work together across consolidated routes to provide services. Businesses and people all over the world are depending on you to deliver your goods on time. This is your livelihood and traveling in the open water is your passion.
These are the words of singer Tina Turner’s biggest selling single.1 And since I typically write about leadership, you may be wondering right now, what’s love got to do with leadership?
The news media frequently reports on new leadership appointments across various organizations. Regardless of how these leaders are chosen, stakeholders can anticipate changes. The new leader will bring fresh perspectives, priorities, processes, and their own authority to implement change.