How do we talk about the difficult stuff – succession, strategy, or even who are we in the right roles– without it all becoming too personal or overwhelming?
Family and business are both deeply personal, and when the two overlap, communication can be complex. Yet avoiding these conversations can stall growth, blur roles, and delay important decisions.
My advice? Start by creating space to explore and understand, without rushing to solutions.
The first phase often involves speaking individually with family members (and key non-family leaders, where relevant). This helps surface different perspectives, hopes, and concerns. It’s less about fixing anything immediately and more about understanding what matters to each person.
Next steps often centre around a facilitated group process. The aim here is to help the family see themselves not only as individuals but as a collective – with differing, yet often complementary, strengths. In this stage, shared goals emerge, role clarity begins to form, and new opportunities are identified together.
This work isn’t always easy – especially when family involvement spans generations. Longstanding dynamics can make it hard to see the big picture from within. That’s why many families turn to external facilitators. A trusted outsider can bring objectivity, ask the unspoken questions, and help reframe conversations constructively.
Ultimately, progress comes not from avoiding difficult topics, but from learning how to approach them – openly, respectfully, and with a mindset of shared success.
By South Australian based Family Business Accredited Advisor
Sarah Leo
Even Keel Leadership
