Table of Contents for "Keep the Family Baggage Out of the
Family Business: Avoiding the Seven Deadly Sins That Destroy Family Businesses"
What's Causing This Mess?
The Family System, the Business System, and the Accompanying Baggage
Chapter 1: Why You Need to Read This Book
Chapter 2: Systems and Baggage
Chapter 3: When Worlds Collide: The Family System Meets the Business System
We Have Seen the Enemy, and He Is Us:
The Seven Deadly Sins That Destroy Family Businesses
Chapter 4: "It's the Same Old Song"
Chapter 5: "We're One Big, Happy Family"
Chapter 6: "They May Have Become Adults, but They'll Always Be My Children"
Chapter 7: "You're Not Loyal to This Family If You Insist on Being Selfish"
Chapter 8: Father Knows Best?
Chapter 9: "Maybe It Will Go Away If We Ignore It"
Chapter 10: "Tell Me About Your Childhood"
Succession: A Battleground unto Itself
Chapter 11: Certain Problems Are Inherent to Succession
Chapter 12: The Baggage Returns in Time for Succession
Chapter 13: Evolutionary Versus Revolutionary Succession
Chapter 14: Successful Succession
It Comes with the Territory: Other Problems Inherent in Family Businesses
Chapter 15: They've Stayed Too Long at the Fair: Long-Tenured Managers and Employees
Chapter 16: Interlopers, Consorts, and Other Undesirable Meddlers
Chapter 17: Baggage du Jour
Chapter 18: The American Dream Versus the Family Nightmare
All Is Not Lost: Recommendations and Solutions
This book concludes with a series of chapters that help strengthen family
businesses, giving readers practical recommendations that can be
implemented. Chapter 19 highlights the most critical drawback that family
businesses encounter when they try to obtain help, and provides a new
approach that avoids this drawback. Chapter 20 presents a new framework for
evaluating peoples' skills, followed by a chapter that provides guidance on
how these peoples' skills can be developed. Chapter 22 tells family
businesses how to select the best consultants to help them overcome their
problems, followed by a chapter outlining other resources available to
family businesses. Chapter 24 discusses a series of legal documents that are
often needed by family businesses, and the final chapter encapsulates key
pieces of advice into a format that summarizes the main themes of the book.
Chapter 19: Create a Council of Advisors
Chapter 20: Create a Strong Team to Run the Company
The success of a family business depends upon the strength of the people
running it: both the family members and the non-family managers. This
chapter begins by presenting a new model – the "Three-Dimensional
Person" – that identifies and explains the types of skills that
are needed by family members. The discussion then expands to outline the key
characteristics needed by a company's management team. The chapter concludes
with guidelines for motivating non-family managers and for protecting them
from the family's baggage.
Chapter 21: Develop a Strong Team
Chapter 22: The Right Consultant Is Critical to Your Success
Chapter 23: Additional Sources of Expertise
Chapter 24: Put It in Writing
Chapter 25: Final Thoughts