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Human Capital and Leadership Development

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Successful families understand they need to reach across generations to pull in those members who are committed to leading their family into the future. Cultivating those future leaders requires honest feedback, providing opportunities for development and ways for family and non-family members to assess them. It is vital to identify the strengths and gaps of potential leaders so that an individualized plan can be created to help family members feel confident in their ability to make a meaningful contribution to the family.

Families that allow for the full development of the human capital of each of their members are more likely to increase their family wealth.

Strong family enterprises are built by families who are able to foster the separateness of individual members while sustaining the connectedness to the family as a whole.


Articles

An End to Parenthood?

Our experience working with wealthy families is that the model of parenting that focuses on happiness can’t, by definition, focus on self-responsibility and self-esteem—both necessary ingredients for creating self-reliant adults. Focusing on building the other aspects of wealth—the social, intellectual, emotional and spiritual—requires that parents set their sights on encouraging their children to mature from the inside out. Read the Article >>

Parenting, Privilege and Challenging Tomorrow’s Leaders

Successful business families can provide their children a sense of well-being and privilege, but in doing so are they sheltering them from adversity, or denying the next generation a golden opportunity to be challenged? Read the Article >>

Women Score for Companies

Top performing companies have a higher representation of women on their leadership teams. Read the Article >>

Family Enterprise Leaders Need Extra Social Skills

“Emotional Intelligence” has been highlighted as a requirement for CEO’s. Family firms must redefine the term to encompass additional competencies. Read the Article >>


Case Studies

Executive coaching for family members

It was clear that the founder's son, Joe, was well on his way to running the furniture distributorship. However, several top salespeople and Joe's younger siblings resisted the idea. Read the Case Study >>

Downsizing

Due to a downswing in the economy, a family owned travel business was considering the necessity of laying off a significant number of long-term employees. Because many of their employees were also relatives, the owners of the company were deeply distressed about this decision, but knew they had to go ahead with it, if the company were to survive. Read the Case Study >>