Farm Family Business

Being cut off from a family member is both painful and embarrassing, and there are few people with whom you can discuss the issue, but there are books that address the dilemma.

Non-family members can bring out the best in your closely held company.

One of the hardest tasks in a family business is transitioning relationships to the next generation.

Exploring your options can lead to unexpected solutions to reconfigure ownership and management.

This year is a good time to consider your future ownership transition.

Improving the "family" part of business requires a leader who facilitates discussion.

Consider the role of chairperson when it's time to let go as the family business CEO.

Reduce the succession challenge to a few key points to help hand off an operation to the next generation.

Follow these four steps to simplify your business choices and gain better results.

While passing the family business to the next generation can be positive, what often is ignored are the negative traits and tendencies that we pass along.

Begin the planning process with activities that build your capacity for change.

Having no heirs or children not returning to the farm doesn't mean an end to your legacy.

Younger generations should return to the family farm for the right reasons.

The pain of broken relationships runs deep and is often passed to future generations through stories or silence. If that happens, what might bring people back from alienation?

Form new habits and toss out old ones to help with management transition.

Perfecting cooperation increases the likelihood relationships and business will endure.

This practical advice can help create better connections with family business partners.

A new perspective provides a noneconomic meaning to this business term.

Ambiguous loss, where there is unresolved grief, complicates the family business and needs to be acknowledged for healing to occur.

Operations must address legacy assumptions and adjust management decisions for future success.