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Wendy Sage-Hayward |
Family business conflict is often more extreme than conflict in non-family businesses because for stakeholders in a family business, it is not simply about a ‘job’ or ‘shares’ or ‘money’. Management roles and ownership often strike to the heart of the stakeholder’s identity and needs. This session is designed to build an understanding of the sources of conflict in a family business, how it escalates and a process for how to manage it more effectively. The participants will learn the five basic styles of managing conflict and identify their own predominant style. Finally, participants will develop strategies for increasing their effectiveness in managing conflict. Participants will discover ways of building trust within their family relationships.
The objectives of this workshop include the following:
• To understand the key causes of conflict in a family enterprise
• To learn 5 different conflict modes and when to utilize each one within conflict
• To explore key governance mechanisms that build cohesion and reduce conflict with the family enterprise
• Wendy has 20+ years of experience in leadership and organization development. She works with family businesses on leadership development, communication skills and team building. Her experience is centered on helping family members collaboratively create systems, structures and relationships to help them function as effective stewards of their enterprise. Wendy creates leadership and individual development approaches tailored for sibling teams and cousin consortiums as the business transitions to the next generation. She helps create conditions for successful generational transfers.
Wendy earned a Masters Degree in Family Systems Psychology at the University of British Columbia. She is also an ontological coach trained by the Newfield Network Institute. Wendy teaches at UBC's Sauder School of Business in Executive Education where she leads workshops in facilitation and leadership coaching. Wendy also teaches in the Family Enterprise Advisor Program (FEAP) and Road Map Program at UBC’s Business Families Centre. She was faculty in the Director's Education Program at the Institute for Corporate Directors from 2005-2008.
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Irene Seiferling |
The ultimate goal of this session is to provide business families with a practical understanding of governance and boards. From this session, they will have a sense of the big picture framework of governance for a family-owned business, what options they have for building their own system, what questions they need to ask of themselves and outside experts. Session attendees will be provided with some of the processes and tools for use in developing and maintaining a good governance system. Ultimately, they will have a sense of ownership and confidence with which to move forward with their own governance-building agenda. Business families do not have the time to build a complex, expensive, time-consuming governance bureaucracy. The Nuts and Bolts of Governance and Boards for Family Businesses is intended to be a practical working session for family businesses who want to learn how to develop their own governance system.
The session will address many important components blocks for a good governance system:
• Principles of good governance
• Definitions of governance and boards
• Relevant best practices in corporate governance and family business governance
• Optional systems, models, components to consider (i.e. boards, advisory boards, family councils, etc.)
• Tools and resources to develop and implement your system of governance (i.e. board matrix, decision matrix, board mandates, etc.)
• Canadian testimonials
Irene holds a Bachelor’s degree in Economics with distinction (University of Saskatchewan). She is formally trained and accredited in corporate governance in Canada and the U.S.: in governance through the Institute of Corporate Directors (ICD)/Rotman School of Management, University of Toronto; the National Association of Corporate Directors (NACD), U.S.; in Carver Policy Governance by John and Miriam Carver; and Queen’s University, School of Business; and in strategic planning through the Canadian Management Centre and though ICA Associates; and in the role of a Trusted Business Adviser. With over 30 years of experience in governance and organizational planning, Irene is the first accredited corporate director in Saskatchewan and is currently the Chair of ICD Sask.
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Grant Walsh |
Family businesses continue to pay far too much attention to the technical component of the succession process (tax minimization, family trusts, estate plans, wills, shareholder agreements) and far too little attention to the all important family component (family dynamics, family relations, family values and beliefs, family wishes, aspirations and expectations). In effect, the research would clearly indicate that those families that focus on managing the family component as a prerequisite to undertaking the technical component have been much more successful in succession.
The objectives of this workshop include the following:
• What is the new body of knowledge and how has it been developed
• What are the steps in the proposed process of managing the family component
• The use of family business meetings (FBM), family councils and Boards of Advisors as part of the family governance model
• A real family business successor’s experience
Mr. Walsh is the Director and founder of the KPMG Enterprise: Centre for Family Business in Ottawa. For the past fifteen years, his professional services have been dedicated solely to assisting family businesses in working through their management and ownership issues with a focus on the transition/succession process.
Specific areas of experience:
• Assessing the ‘readiness’ of family businesses for the transition/succession process
• Helping families prepare for and navigate through the transition/succession process
• Providing options for both management and ownership succession within family businesses
• Facilitating family meetings (active family members) and Family Councils (broader family)
• Developing family business ‘Codes of Conduct’ or ‘Family Rules’ to help prevent potential conflict among family members
• Assisting in the development of effective shareholder agreements that meet the needs of both the family business and the family (i.e., decision making, exit strategies, distribution policies, executive compensation)
• Coaching individual family members as the family business evolves
• Development and implementation of family wealth planning programs
• Analyzing current trends in family business.
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Jim Hutcheson
ReGENERATION Partners |
The oft quoted dismal statistics for long-term success of family enterprises suggest that failure is almost inevitable. Recent research, however, has clearly indicated that incorporating a positive approach to improving individual resiliency into strategic family business planning will have a dramatic impact on family relationships and business success.
This interactive workshop will introduce research results of a 18 year study on the most common challenges to family harmony and continued business success and teach behavioral tools and techniques for lowering barriers to positive and effective family business communication and planning.
James (Jim) Olan Hutcheson is the founder and president of Dallas, Texas based ReGENERATION Partners, a consulting firm devoted exclusively to working with family enterprises. Jim is the author of Portraits of Success and a co-author of The Family Business Road Map to Peace of Mind. Jim is a recognized practitioner and thought leader of family business, a Fellow of the Family Firm Institute, and a recipient of the Richard Beckhard Practice Award for his contributions to family enterprises.
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Chris Clarke
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Chris Clarke & Jennifer Dewling present in a dynamic, engaging and thought provoking manner.
The objectives of this interactive workshop include:
First Affiliated has recognized an attitude shift in western culture in response to the economic downturn. This shift has resulted in a reduced appetite for risk, and a value shift from “money as the goal” to “money as a tool” - with a growing consciousness towards stewardship at the expense of consumption. First Affiliated has responded by developing a new framework called the “Family Prosperity Plan”. This plan works on the premise that once you get your own financial situation in order and establish security, the family is confident and empowered to look further and help others. In essence, pay yourself first, and then pay it forward. With the right amount of effort and willingness, our own success can directly and indirectly empower prosperity for others who have the right attitude but need the right resources.
Chris & Jennifer will provide creative techniques and strategies for families to work toward achieving financial independence, ensuring security for future generations, creating their “finest life”, empowering their family legacy and ultimately achieving freedom and peace of mind.
Chris Clarke, CA, R.F.P., TEP, co-founded First Affiliated (FA) in 1989 and subsequently spearheaded its development into a Multi-Family Office. She is the President & C.E.O. of FA and is a Family Office Director with over 25 years experience managing and empowering family prosperity.
Jennifer Dewling is the Managing Director, Business Development for First Affiliated responsible for growing FA nationally. She is a seasoned corporate leader, life and business coach with over 30 years experience and success in helping small, medium and large enterprises achieve their growth and value creation objectives.
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Ruth Steverlynk & BMO Harris Private Banking CAFE Symposium 2012 Presenting Sponsor |
Successful business families constantly seek to balance the financial health of the business with the emotional health of the family. A strong cohesive family brings a multitude of strengths to a Family owned business. Without the cohesive family the business may not succeed particularly at times of change and transition.
“ A strong family can build a strong business but a strong business cannot build a strong family”. John Ward
Within many business families there emerges a leadership couple:
In some it is a married couple that either by age or position provide leadership to the family and the business;
In other families, who have transitioned to a sibling owned stage, two siblings may emerge as leaders to the family and the business or a sibling and their spouse;
In others it may be a Parent-Adult Child partnership;
Or it may be two cousins where one has demonstrated business leadership and the other is able to align the family;
Our many stories about business family life tell us that this leadership partnership (implicit or explicit) can work for, or against, family unity and business productivity.
The focus of this workshop is How this leadership pair can ensure that their dual role within the business family is constructive, while also preserving and enjoying their own relationship?
Ruth E Steverlynck: RES CONSULTING GROUP INC. Ruth works as a private consultant to family enterprises. Her role isto support the family members by managing a process that integrates familylearning with the development of polices, practices, skills and structures found inhealthy family organizations. Prior to founding RES Consulting Group Inc, Ruth was a VP of WealthServices at BMO Harris Private Banking.She joined BMO after serving as the Director, Centre for Entrepreneurs andFamily Business with PwC in Vancouver. She holds an honours LLB fromUniversity of Edinburgh and numerous Certificates and Diplomas in mediation,conflict and dispute resolution, including Advanced Commercial Mediation andComprehensive Family Mediation. Ruth earned a Certificate in FamilyBusiness Advising from the Family Firm Institute in the U.S.A., and holds aCertificate in Family Enterprise Advising (“FEA”) from the Sauder School ofBusiness.of the University of British Columbia (“UBC”). Ruth teachesGovernance in the FEA Program at UBC.
Peter Vaughn has provided over 29,000 hours of direct service to families, individuals andcouples since 1982; as well as extensive consultation, coaching and training toprofessionals, family businesses and organizations since 1990.Peter is the principal of West Vancouver Therapy Inc., co-founder of TGIM GroupInc. and previous Executive Director of Burnaby Counseling Group. Peter’s M.A.in counselling psychology (UBC) specialized in systemic theory and practice. Inhis work with business families, Peter is informed by the pioneering work of Dr.Salvador Minuchin (Structural Family Therapy), and the Gottman Institute’sworld-class research & work on family life and relationships. He was pleased tobe the first therapist outside the USA to be certified in Gottman Method Therapy.Peter is a past member of the Professional Advisory Committee of UBC’sBusiness Families Centre, Sauder School of Business.
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