Family Business Magazine

Description

The Family Business Management Handbook is dedicated to helping business owners manage the complex interaction between family and enterprise as they strive to create a more efficient, profitable and harmonious company. The 120-page Handbook is a comprehensive "how-to" manual that distills the best advice of an array of top-flight experts and real-life family business managers. The selections have been carefully culled from the pages of Family Business, the quarterly magazine written exclusively for family business owners and the professionals who serve them.

Family Business Magazine accepts contributed articles from family business advisers and consultants. To be considered for publication, articles must explicitly address the concerns of family business owners. We don't publish general business advice. Articles must educate readers and/or provide thought leadership in the field. We do not accept manuscripts that overtly promote an author's products or services. Please note that our readers are keenly interested in family business issues and are very well-read on the subject -- most of our subscribers have been with us for three years or more.

Peter Begalla is a family business owner, and Adjunct Professor and Program Manager of Stetson University's Family Enterprise Center. He is at the forefront of Next Generation Leadership Development, having helped hundreds of college-aged students establish credibility and marketability with their family, with their family businesses or with non-family employers. He combines years of counseling experience with over 10 years of business development and marketing experience in online education.

• More than half (52%) of the family business directors, compared with 42% of the non-family business directors, said important skill sets or areas of expertise are missing or insufficiently represented on their boards. Missing skills included HR/talent management (lacking in 58% of family business boards, vs. only 20% of non-family business boards), succession planning (26% vs. 19%), strategy (23% vs. 14%), financial audit (19% vs. 10%), risk management (19% vs. 14%) and compensation (16% vs. 6%).

• Diversity is a serious problem. Less than one-third of the family business directors (compared with 49% of the non-family business directors) said director diversity was a board priority. And only 17% of family business board members, vs. 41% of non-family business directors, said their board had adopted measures that successfully advanced diversity on the board.

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