When managing talent, you’re better off thinking like a hunter-gatherer than an economist.
Did you ever hear a family business leader complaining that there are not enough committees to cover the firm’s issues, or that meetings are too infrequent or too short?
Do family businesses make worse decisions than other kinds of firm? Many economists think so.
The young woman turned to the man sitting next to her in the restaurant during a break in a family business seminar and said: “You idiot! You’re going to make a mess of our recruitment like you did last time.”
What is the greatest challenge facing a family firm? Family.
What’s different about family business? In the last issue I wrote about the special role of leaders, and that in family firms leadership is often unlike the types you find in other sectors, but it is what they are sitting on that really sets the family business apart from any other kind of private or public firm.
The leader of a family business can define the identity of the business. Nigel Nicholson guides any potential or actual leaders with the what, who and how of smart leadership
I was talking recentlyto the Chairman of a financial services organisation, telling him about my interest in family business and my desire to establish a new international centre for the study of leadership in family firms at London Business School.
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