Josiane Fahed-Sreih describes eight specific challenges for family businesses in the Middle East:  succession, reputation, trust, role of women, in-laws, father-son conflict, governance, and polygamy.

Blair Trippe presents an overview of the principles of mediation in the family business -- describing underlying sources of conflict and approaches to resolving highly emotional issues.

Cynthia Sandall describes Bowen's concept of differentiation of self -- and how this self differentiation is especially challenging in a family business. 

Cindy Clarke is reading Women in Family Business: What Keeps You Up at Night? 

 

This book clearly describes the various roles women may serve in a family business -- and some of the dilemmas inherent in each role.

 

"We need a family constitution!"

This is sometimes the way families approach advisors. In some ways the request is: "Can you please help us find the magic formula that will make us able to own this business together without conflicts?"

And yes, probably, in a few months or years, this family may ratify its constitution. And this constitution may prove very useful. But if they have not, in the process, discussed their real issues, the whole exercise can be useless. So, the first objective of the process should be to ask the question: "What are the key issues that we face, or are likely to face soon? What is it that we need to talk about, maybe for the first time?" (Read more from Christine Blondel and add comments).

  

Mattias Nordqvist, Co-Director of The STEP Project, describes how passing the entrepreneurial mindset and capabilities from one generation to the next may be the greatest challenge for family businesses.  The STEP Project is a global research initiative which is examining this process and generating practices and solutions which have immediate application for family business leaders.  (Click here to see the video.  Run time 3:39).

Denise Paré-Julien shares her wisdom on family meetings:

 

My wife and I are in comparable fields, and face similar resistance from customers. We're not in business together, though, because what she does- pain relief therapy- and what I do - mediating disputes between related business partners - don't belong on the same shingle. But we both wonder why so many are willing to end treatment when pain subsides, not continuing into whatever they think wellness might be.  (Read more from Ira Bryck and add comments.)