"A third-generation family I worked with faced the dilemma that not only did they not know if there was an appropriate successor to lead the family business, but they also didn’t know whether anyone was even interested," says Mills.
With family members on both coasts, they took the time to have deep-dive conversations with the third generation. Through these conversations, they identified a couple of potential successors. As they prepared for the transition of the business, they developed family governance structures, including creating a family council and a family employment policy, that were both flexible enough to reflect family traditions and also allow for new ideas coming from the rising generation.
A family office or advisors can help support the development of a governance system. A non-family facilitator can be very beneficial, especially at the early stages of developing a family governance structure. An objective, external advocate can ensure everyone in the family has a voice and can provide examples and guidance of governance structures based on experience with other families.
Family governance can be a key part of a comprehensive plan for managing wealth within families. A successful governance system can be instrumental in equipping your family to navigate the challenges of family, business, financial, and legacy continuity.
"Creating a structure that is inclusive enough to serve the current generation yet flexible enough to be embraced by future generations can be a crucial task for multigenerational families,” says Mills. “Such an approach can help sustain and preserve wealth for generations to come."