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FBA Announces the Leadership Class of 2023

GRAND RAPIDS, MI / August 3 – Family Business Alliance is excited to announce the participants for Leading Forward, The Institute to Inspire and Develop Michigan’s Family Business Leaders. Leading Forward is the only leadership program in West Michigan which connects family business leaders to learn and support one another on their leadership journey. The program invites family business leaders to hone their skills and overcome the unique challenges of family business leadership for the betterment of the family, the organization, and community.

“These leaders are challenged not only with economic and market disruptions, but also the responsibility of stewardship to the family enterprise. They take on the responsibility of actively guiding the family members, imparting their values in the family and organization, and re-igniting innovation and reinvention by seeking new opportunities in a world that was very much different from the prior generation. Their success is critical to the family business culture and continued economic impact of West Michigan,” stated Robin Burns, Director of Family Business Alliance. Leading Forward offers interactive facilitated sessions and learning opportunities from other local businesses who will share their visions and beliefs about leadership. They will tackle leadership styles, team development, effective boards, innovation, and culture. The five-month program that features five half-day in-person workshops and one-hour individual coaching sessions will begin on August 9, 2023.

Introducing the first class of leaders:

Brandon Bissell, Imperial Clinical Research Services
Cameron Young, Behler – Young
Elizabeth Avra, Apek Holdings LLC
Geoff Miller, Grand Rapids Chair
Kelly Slikkers, Tiara Yachts
Robert Dunn, MountainAire Builders
Ross Haan, Impact Fab, Inc.
Steve Kloosterman, Westshore Electronics
Todd Van Haren, SecurAlarm

About Family Business Alliance:

Family Business Alliance, West Michigan’s only association of family business organization, seeks to preserve our unique culture of family driven organizations. Established over 15 years ago by local leaders of family businesses, today we represent nearly 170 family run organizations with over 450 active representatives. Together we create connections, elevate leadership, and navigate governance to advance family business in the West Michigan Community. For more information about Leading Forward or Family Business Alliance, contact Robin Burns at robin@fbagr.org Written by Robin Burns

65 Years Strong: How Doyle & Ogden Thrives as a Third-Generation Family Business

An old building from the 1950s. The original building for Doyle and Ogden Insurance

The original Doyle and Ogden Agency Building

Family Business Alliance member, Doyle and Ogden, is a 3^rd generation family-owned insurance company in West Michigan. This year, they are commemorating their 65^th business anniversary which is no small feat. According to the McKinsey Institute, the average lifespan of an S&P 500 company is about 18 years, so celebrating these impressive milestones is important. Especially when there is no one-size-fits-all approach to family business.

Shannon Heads, Vice President of Operations

To honor and celebrate our members who have achieved “Milestone” anniversaries, we are sharing their family business history and a few of the milestones that got them to where they are now. Let’s take a look at what third generation family member, Shannon Heads, has to say about the family journey 65 years in.

How did the family business begin?

In 1958 my grandparents welcomed their 11^th of ultimately 12 children, my dad, Mike Doyle. At the time, my grandfather, Del Doyle, was working as an adjuster for Wolverine Mutual. With that any mouths to feed, my grandpa decided to find an additional source of income. That is when he decided to open his own insurance company, and several years later, he also started a travel agency.

The Doyle Family

Over the years, more of the family members got involved with the travel agency than the insurance company, as it is a more glamourous industry. At the time, only one of his sons had decided to go the insurance route. However, when my grandfather passed away in 1984, my father, Mike, was called back from the other side of the country where he was living at the time to help his brother run the company. I personally worked for an insurance company for more than six years prior to joining the family insurance agency in 2014.

Del Doyle

What’s been most surprising about your family business journey so far?

Being in the family business has made me feel even more connected to my grandfather than I ever have been. He started the company and passed away shortly before I was born, but being here every day to help continue his legacy has been so impactful. It continues to strengthen the thought of how blessed you can be both with the family present in your life now and the legacy of those who no longer are.

If you could go back in time, what’s one piece of advice you’d give yourself?

To breathe and know you have time to accomplish all your goals and they won’t happen overnight, life is a marathon.

In Doyle & Ogden’s 65-year history, what do you identify as the family business’s most important contribution?

The creation of our family foundation and the work we have done in the community to give away thousands of coats to children over the last 13 years.

All photos are courtesy Doyle & Ogden. The interview has been edited for length and clarity.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

This feature is part of our Member Anniversary Program. For more information or if you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Stronger Together: WM Uniform and Wildman Business Group Partner for Long-Term Success

Patrick Van Tuinen, President of WM Uniform, and Josh Wildman, CEO of Wildman Business Group

Recently, FBA member, WM Uniform, announced their partnership with Wildman Business Group, a family-owned, Indiana-based company. The two family businesses share parallel histories, values, community commitments, and together have 130 years of history in the industry.

We sat down with Patrick Van Tuinen and Josh Wildman, both third generation family business leaders of their respective family companies to learn more about the partnership and what it means for their businesses.

About WM Uniform

A black and white photo of West Michigan Laundry

The early days as West Michigan Laundry

Gordon Van Tuinen founded West Michigan Laundry in 1963 which served as a laundry and dry cleaner for personal apparel serving the Holland area. He quickly began expanding, moving into the commercial space with uniform and linen rentals. Gordon’s sons, Ken and Tom joined the business, in 1974 and 1983, respectively. They continued growing and innovating with several additions and investments in automation in the following years. By 2010, WM Uniform had fully transitioned to the third generation of leadership. The company now services areas throughout Michigan.

About Wildman Business Group

An old laundry and dry clean service van

The origins of Wildman Business Group

Upon returning from serving in WWII, Rex Wildman purchased a local dry cleaner in 1952 which would eventually become Wildman Business Group. In 1977, Rex’s son Brent joined the business and branched out into the industrial uniform industry. The company continued to grow through acquisitions and vertical integration under strategic leadership and succeeded to Josh Wildman in 2011. Today, they offer services ranging from uniform rental, bathroom hygiene products, deep cleaning, mat laundering, rental, and more throughout the Midwest.

Strategic Partnership: A New Transition

Josh Wildman and Patrick Van Tuinen

What began as an industry connection eventually blossomed into a friendship and celebration of common values. “Customer loyalty, relationships, honesty and integrity and above all doing business the right way” are at the core of each business, said Josh.

To advance their family business vision, the Wildman Business Group began a series of smaller acquisitions a few years back, and it became clear that WM Uniform would be a perfect fit for their portfolio.

When the Van Tuinen family began discussing succession as key leaders were approaching retirement, given the strong M&A environment following the COVID-19 pandemic, they also considered an acquisition. However, it was only an option with Wildman because of their shared values. The Van Tuinens wanted to ensure stability and continuity of care and service for their employees and customers.

Ultimately, the possibility for WM Uniform came down to timing. “We didn’t know if that would be an opportunity, but if you don’t put it on the table, you don’t know,” Josh Wildman shared. “We had an initial conversation while Patrick and his cousins were discussing succession planning. It became clear that we could be stronger together.”

In May 2023, the two companies announced their strategic partnership, making WM Uniform a division of the WildmanBusiness Group. Maintaining the same name, values, and customer service, WM Uniform is carrying the family’s legacy and team forward through the partnership.

Fulfilling the Family Business Vision

To both families, the partnership is more than an acquisition, and it will help them achieve their family business goals. It allowed Patrick to continue the business with the Wildman family while his cousins could retire. “I will be staying on, hopefully for years to come, and our fourth-generation family member plans to stay on. He is early in his career, but he has…gotten excited about staying on board,” said Patrick.

For the Wildman family, their 200-year vision means they are committed to being a family-owned business for centuries to come, and partnering allows them continue making business decisions for the long-term. The acronym “W.I.L.D. – “World Influencers Living Differently” guides their decisions, Josh said, and stewardship is about changing lives in the communities where they serve and work.

The Wildman Business Group approaches acquisitions with the goal of continuing the brand and legacy of the company, which is crucial to many family businesses. “You have a choice. You don’t just have to sell your company to the larger national or private equity. Together, we create synergies that benefit the combined organization,” explained Wildman. As part of this strategy, having family involved is a positive. “We want them there because that is the legacy. If it’s a healthy family situation, it’s going to be a win-win.”

What’s Next for WM Uniform?

Three men standing in front of their business

Third generation Van Tuinen family leaders

For now, the WM Uniform team is focused on continuing the relationships they have in West Michigan. “There are more opportunities, benefits, products, and services that we can provide to our customers, and they are ready for them,” said Patrick. Additionally, by partnering, WM Uniform can grow with their customers who are also expanding within the region.

Josh shared that they too are excited for what this could mean for their overall business. “The WM Uniform team is doing some very unique, disruptive things such as service without contract. We are excited to learn more about what that could mean in a broader sense for our overall strategy,” among other features from WM Uniform.

The Holland-based business has an average employee tenure of 10 years, and both leaders are passionate about continuing this. “We truly want to be a destination employer. If you work for WM Uniform, they are going to treat you well, they are going to invest in your career, and you can feel good about the purpose you’re working for,” said Josh.

What’s Next for Family-Owned Businesses?

When asked what’s next for family-owned businesses, Patrick and Josh agreed: family businesses are not going anywhere.

Patrick: “We have 12,000 combined customers and 90+ percent of them are family businesses, that’s who we choose to do business with.”

Josh: “The majority of the economy is still based on companies like WM Uniform and ours.” Because family businesses can make decisions for the long term and tend to “put the people above the profit…it can be a catalyst to help our nation recover what got us to where we are,” expressed Josh.

All photos are courtesy WM Uniform and Wildman Business Group. This interview has edited for length and clarity.

Written by Aislinn Teachout

If you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Member Milestone Spotlight: SecurAlarm Celebrates 30 Years as a Family-Owned Business

Brothers and family business leaders standing next to each other similing.

Brent Van Haren, President and Todd Van Haren, Controller

Family business success is different for every family-run entity. There is no one-size-fits-all approach.

To honor and celebrate our members who have achieved “Milestone” anniversaries, we are sharing insights into their business journeys. In our first highlight, read what second generation leaders, Todd and Brent Van Haren, share as they reflect on the 30th anniversary of SecurAlarm.

About

SecurAlarm is a second-generation, family owned business located in Grand Rapids. They specialize in providing comprehensive commercial security services – from cyber security, building security, and more. They proudly address the risks and concerns of their clients from physical property to business continuity.

Gloria Lubben and Pat Van Haren

Where and how did the family business journey begin?

It began in the heart of another family business. Our father, Pat Van Haren, began his career teaching but quickly realized it wasn’t his passion. He shifted to wiring houses and businesses with his dad who was operating a small electrical business, Van Haren Electric. It quickly grew into a successful electrical contracting business defined by high quality people and installations.

Gloria Lubben joined Pat and his brother, Brian, to launch SecurAlarm Systems, Inc as a subsidiary to Van Haren Electric. At that time, there was a gap in the market for delivering complex solutions with high level quality. They cared enough and believed they could do better in protecting what matters to businesses. This is why we exist today.

Todd Van Haren speaking on an FBA event panel

What’s been most surprising about your family business journey so far?

The generosity of other family businesses and how invested they are in seeing each other succeed. We have learned so much from our fellow FBA members through Peer Groups, events, workshops, and other connections. While each business is different from a family/corporate structure and industry perspective, it’s amazing the similarities and challenges we share.

If you could go back in time, what’s one piece of advice you’d give yourself?

Van Haren Family Photo

Enjoy the time with prior generations. Capture their story and preserve it. It has shaped so many aspects of who we are. While some aspects might not be as favorable as others, try to understand and leverage them.

Also be intentional about including all family members (spouses, siblings, parents, children, etc.) that aren’t directly involved in the business. Family can be a huge strategic advantage and it’s important to keep everyone informed and engaged.

In SecurAlarm’s 30-year history, what do you see as the family business’s most important contribution?

Remaining dedicated to why we exist: We Care, So We Protect. It drives our decisions, how we measure success, and how we serve our community, team, and clients.

We are in a rapidly changing cross section of industries (construction, security, and technology) and we look to our WHY whenever we’re at a crossroads. We engage with empathy and a desire to see our team, clients, and partners succeed. We invest significant energy into making sure whoever we encounter feels cared for by listening, confronting brutal facts, and taking action on whatever is holding us back. Because of this, our team members tell us they are better individuals, spouses, siblings, friends, and leaders. Our clients trust us and lean on us for guidance.

What do you identify as a pivotal change throughout the business’s history?

Over the last year, SecurAlarm has embarked on a business model shift, which we are still in the midst of. We are shifting our focus from products to services because we believe security is so much more than technology and transactional relationships.

We want to align technology, procedure, and training unlike any other security integrator out there. We want to deliver personalized, comprehensive, and strategic plans and solutions to our clients, who we think of as partners. So much change is required, and it will be a long journey, but we know it will allow us to better serve our team and clients for another 100 years. Why the shift? It goes back to our Why, of course! We Care, So We Protect.

All photos are courtesy SecurAlarm.

This feature is part of our Member Anniversary Program. For more information or if you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Small Business Week Feature: Ludema’s Floral & Garden

To celebrate small business week, FBA sat down with Allison Ludema from Ludema’s Floral and Garden to understand their small, family business story and what makes them tick. Read on to learn how their business has blossomed over five generations.

Where it All Began

Ludema’s Floral and Garden, a fifth generation, family-owned business, has been on the same land since they opened in 1907. What is now a busy commercial area in Kentwood was once an agricultural area filled with greenhouses and family farms. Allison’s great, great grandparents began the business by selling their extra produce on a road-side stand, and they would drive their products to the East Side Market in Detroit and other local markets. Then, their focus was mostly fruits and vegetables. They eventually evolved into indoor plants and other garden crops.

Over time, subsequent generations began infusing their passions into the business. As Allison explained, the fourth generation, her mother and aunt, started moving the business toward floral sales.

“My mom was the one who developed the department from nothing…It’s grown by leaps and bounds, even in the last 10-20 years.” When Allison was a teenager, they began offering wedding services again and Ludema’s continues to expand and connect within the West Michigan Community.

In addition to weddings, corporate partnerships and events sales have continued to expand as they grow their reputation in this space within the community. For example, Ludema’s partners with the Amway Grand Hotel Downtown Grand Rapids to provide fresh, beautiful floral arrangements throughout their lobby.

“Our quality of work has pushed other people to recommend us,” says Allison. The family business also works with Corewell Health through a concierge service, and Allison’s goal is to continue developing these relationships and community partnerships in coming years.

“A lot of people still don’t know that we do flowers. They associate us with the greenhouse and produce we used to have, rather than a year-round floral business.”

Although the fifth-generation business leader manages the strategic direction of the company, the fourth generation is still involved behind the scenes. “We of course talk to each other about everything that’s going on,” and her parents still reside on the property where she and previous generations grew up. In addition to the strategic direction, Allison manages the retail operations and, like many family business owners, wears many hats. She is thankful to have a great team of managers and coordinators to help her day-to-day. Year round, their team consists of fewer than 20 employees but employs as many as 50 employees during peak seasons.

Allison never anticipated joining the family business even though she grew up on the property that has been in her family for over 100 years. “We always had to help growing up, even as little kids.” From learning how to serve customers, to tying bows for arrangements, she has been involved in the business for as long as she can remember. Wanting to pave her own path, Allison majored in Hospitality & Tourism with an emphasis in Event Planning. Although she didn’t know it at the time, it came in handy for her role today.

Today, it is the legacy and history that makes her most proud. She explains it wasn’t until COVID-19 created so much uncertainty for the business that it dawned on her just how special Ludema’s is to her and the community.

“It lit a fire under me. I did so many things I never thought I would have to do or explore. I’ve always been proud of it and love it, but the fear of losing it heightened it even more.”

Another point of pride is the relationships with her customers. “We have a lot of regulars who know a lot about our business and our family. That we know them by first name, and when they walk in we can greet them that way is a really special thing.” Maintaining that for more than 116 years is no small feat, and they have worked hard to do so. Allison explained that their cohesive team culture is part of creating this customer experience and welcoming atmosphere.

Aside from the customer connections, Allison feels that locally owned business are important “because we understand the community, how it changes and we can evolve with it.” Not to mention the passion and quality of their products, which has been passed down for generations.

“We care about the quality, and we care about what we are sending out the door, and I think that’s the difference with a small business.”

What’s Next For Ludema’s?

When asked what she is most excited about in the future of Ludema’s, Allison expresses, “I am very passionate about continuing to build our floral department and continue to let people know that we are here all year round to get a beautiful floral arrangement or help with an event. We put our hearts into everything that we do and when we do it, we do it well.”

As they continue to move forward, Allison acknowledges that without “that family connection from the beginning” and the foundation it provided, “we wouldn’t have the other unique parts of our business.” Like any family business, Ludema’s has transformed and evolved over the generations yet maintains the shared roots of generational passion and expertise.

Experience with Family Business Alliance

As a small, family business owner, the Family Business Alliance Peer Groups have been valuable for Allison. “Being in a room with people that have the same sort of struggles that I do is very comforting but also mind-blowing.”

“To hear people from corporations that I have known my whole life dealing with similar issues to my own is so comforting. No matter how big or how small, or what the struggles have been within you family company, to know that someone else is experiencing something similar that can provide insight, is what I appreciate.”

This interview has been edited for length and clarity.

Written by Aislinn Teachout

Small Business Week: How GL Resources Became Accidental Entrepreneurs and Built a Successful Business

As part of our Small Business Week celebration, we sat down with the family behind GL Resources – George Snyder, Joanie Snyder, and Alan Snyder to learn about their business and what it’s like working together as a small, family-owned business.

Where It All Began

Founded in 1982 by George Snyder, GL Resources is a first-generation family business location in East Grand Rapids. They represent furniture component manufacturers, and sell hardware, including drawer slides, kitchen hardware, hinges, and more. Connecting furniture manufacturers and hardware manufacturers from a variety of industries, GL Resources works with companies of all sizes.

George and Joanie Snyder stumbled into owning their own business by chance. Both had previous careers and were originally from Pittsburg. When a friend needed a representative in West Michigan, the high school sweethearts decided to take the leap and relocate East Grand Rapids. Taking this position laid the foundation for what eventually became GL Resources.

In 1984, George went completely on his own and they incorporated. “We had no plan,” says George, but they were up for the challenge. “Back in the 80s, there were a lot more furniture manufactures here, and there was quite a base in Western Michigan.”

Since the early days, the business has grown in many ways. One progression was adding three additional sales representatives in the early 1990s, all of whom are still with the business today. Together, they cover the Midwest – including Michigan, Indiana, Ohio, Kentucky, Illinois, and Wisconsin.

Working Together

Most recently the family welcomed Alan Snyder, their son, into the business in January 2021. Alan’s focus has been on growing the business and expanding into new product types and creating new partnerships throughout the US. His wife, Nicole, has recently joined the business as well, truly making it a family affair.

Before joining, Alan worked for a few notable local, family-owned corporations, including Steelcase and Bissel as a financial analyst. “I knew it was time for a new opportunity.” It was at that time that George approached him with a job offer. “We’ve been talking, and we might have a job for you at GL Resources.”

Alan notes it was the first time they had discussed him joining the business. “I was very excited about it. Working here was always in the back of my mind, but I wanted to build up other experience and learn from other companies first.” Although the business was not founded on the premise of passing it down, the family expressed that having the second generation involved has given them a transition plan.

“It’s a cool little business, and we felt if we could transition the business with Alan, it could go on another 40 years. If you don’t, it ends.”

Joanie, who serves as President, has been there since the beginning. After having their first child, she officially began working for the business. Beforehand, she had a career as an accountant, so managing the bookkeeping for GL Resources was a natural progression. Initially a spousal-run family business, George and Joanie’s differences also became their strength as owners and partners.

“I came from a very structured business environment,” says Joanie. “So, I tried to bring that structure here, but it took a while for us to figure out how best to do this.” As a “details person,” Joanie is now responsible for many of their organizational processes, formal structures, and general management. Conversely, George is the risk taker, so Joanie’s influence allowed him to focus on sales and vision.

Bringing in the second generation has helped professionalize the business in various ways, as is typical transitioning from the founder’s dream stage.

“Alan has really opened our eyes to be more forward thinking,” shares Joanie. Navigating generational differences when working together is inevitable in family run organizations, but the Snyder family has thoroughly enjoyed working together.

The Importance of Small and Family-Owned Businesses

When asked about the importance of small and family-owned businesses, Alan expressed that statistically, small businesses employ a significant share of the country’s workforce. “I don’t think you realize that coming out of college as a young professional. Not everyone has the opportunity to go work from a family-owned business, but they are everywhere.” While Joanie stated that small businesses are “the backbone of America.” It is no easy feat starting and running a small business, and George explains he is proud that they have remained in business for 42 years.

The family takes pride in their business and its history. Decades ago, Joanie would bring her sons into their office with her while she worked, which wouldn’t have been possible at a corporation. “That’s a unique aspect of small businesses, having the flexibility to do both.” This history creates a special atmosphere within the family business. In reflection, Alan shared: “My mom brought me in, and now my wife is bringing our two-month-old in, and that is special.”

Community Involvement

For many small and family businesses, community is key. When he was first getting started, Alan leaned on resources like the Chamber Roundtables for support. “I was brand new to the sales role, so being with other sales professionals helped.” Being involved with Family Business Alliance and the Chamber has helped with various professional development areas, networking, and learning about other businesses in the community. The Family Business Alliance forums “are great information sources and it’s also great networking.”

“Alan has done a great job branching out, being involved with the Grand Rapids Chamber and Family Business Alliance,” explains George.

Alan has also recently joined a Peer Group. He explains, “I like to hear other people’s perspectives on how they are handling challenges within their businesses and grappling within their families.” For example, Alan has two brothers, one of whom may also be interested in joining the business at some point. “Hearing how they are handling it has been helpful for me to navigate how we should approach that in our family.”

This interview has been edited for length and clarity.

Written by Aislinn Teachout

Succession: Why Logan Roy Was Doomed to Fail

HBO Succession cast seated posing for a serious photo.

Image by HBO

If you are a family business leader, don’t be a Logan Roy.

For the last three years, millions of viewers have tuned into HBO’s hit TV show, Succession waiting for Logan Roy to identify a successor for Waystar Royco. The series magnifies all the complex drama which can plague a family run organization, but after 4 seasons, I do agree with Logan – they are all “idiots,” and Waystar Royco should not be succeeded to any of the family members. So, why was Logan doomed to fail in succeeding the business to his children? He ignored crucial components and best practices of family business leadership development. As each character develops through the series, viewers are tasked with evaluating them and trying to fit a square peg in a round hole. We come to understand that Connor has disengaged from the business completely and lives an entitled lifestyle without any sense of obligation to the business or community. He continues to purge his financial resources on an election campaign where he polls at 1%. Kendall, who appears in season one as the “chosen” son, lacks instinct, confidence, and organizational knowledge. When he appoints himself as CEO after his father’s airborne stroke in the opening scene, it is only then that he learns the organization is $3 billion in debt. He is also plagued with addiction and self-destructive behaviors attributed to his relationship with his father. Shiv, a politically savvy and competent political consultant, is filled with insecurity. Even when it comes to her judgement on picking a political candidate – the one area she is most qualified for – her expertise was undermined by Logan. And, finally, Roman, the youngest Roy child, constantly lives up to the “baby of the family” monolith and is enabled by Logan despite being incapable of cultivating relationships, personal or professional. We learn that despite being fired from an entry level role in the family business, he has earned a seat on the board and is eventually hired as Chief Operating Officer.

Kendall Roy from Succession looking serious with the quote "I love you, but you are not serious people," from Logan Roy typed out.

Image from Reddit / turdette_ferguson

Based on this assessment, Logan Roy was right when he said, “You are not serious people.” The children are not capable of taking over his most prized possession, yet in many ways, he set them up for failure. If you are a family business leader, don’t be a Logan Roy. HBO’s Succession captures many of the stereotypes of family businesses and their heirs, and the series is just one exaggerated example of what not to do. Successful family business leadership transitions take years of careful consideration and planning. They require consistent attention, re-evaluation, communication, and should include a backup plan. Here are a just a few considerations for family business leaders as they seek to identify their own successor:

Define Leadership Needs of the Organization. Establish a leadership profile based on the opportunities, threats, and weaknesses of the organization. Consider the input from outside advisors, board of directors, and senior level management. What are the skills required to move the organization forward and to serve as the next steward of the organization?
Define and Establish a Path to Leadership. No one starts at the top, even if they share the last name of the Company’s founder. Maybe the family member works through a management training program and experiences various aspects of the business, all these norms can be established through good governance.
Utilize Leadership Development and Assessments Resources. History has demonstrated that the most effective leaders are self-aware. Assessments provide an objective view of the skills and capabilities of each family member. Once the assessment is completed, you have a professional development roadmap. Support individual development by engaging in leadership conferences that are dedicated to the development of family business leadership skills. Create opportunities for transparent and consistent communication through an annual review. Recognize the “perfect leader” does not exist and begin to develop a senior leadership team to support the next generation leader.
Develop Professional Skills Outside the Business. A widely accepted best practice for family business organizations is to establish a governance policy which requires all family members to develop professional skills outside the business. This provides the family member an opportunity to build professional networks, gain organizational operational insight, and create diverse perspectives.
Hire Based on a Job Opening and Alignment. Every Next Generation leader will be scrutinized when they join the business. Family members should be hired based on professional skills and experience to fill a need. Their entry point should be commensurate with the skills and experience they bring to the job and follow employment and market compensation guidelines.
Identify Development Paths within the Organization to Build Confidence. Find opportunities for development within the organization in either roles or special projects. Many organizations rotate family members through departments to learn integral sections of the business. Others can create opportunities with new product lines, innovation projects, and market expansion opportunities. These roles provide learning opportunities for the next generation to develop confidence while also earning respect and credibility with other organizational stakeholders including other leadership, clients, and employees.

If you seek to succeed in succession and transfer your family business to the subsequent generation, investing in leadership development and good family governance are two of the critical components to ensure that your legacy, values, and your organization survive for years to come. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community. Written by Robin Burns

FBA Announces the Leadership Class of 2023

Introducing the first class of leaders:

About Family Business Alliance:

65 Years Strong: How Doyle & Ogden Thrives as a Third-Generation Family Business

How did the family business begin?

What’s been most surprising about your family business journey so far?

If you could go back in time, what’s one piece of advice you’d give yourself?

In Doyle & Ogden’s 65-year history, what do you identify as the family business’s most important contribution?

Stronger Together: WM Uniform and Wildman Business Group Partner for Long-Term Success

About WM Uniform

About Wildman Business Group

Strategic Partnership: A New Transition

Fulfilling the Family Business Vision

What’s Next for WM Uniform?

What’s Next for Family-Owned Businesses?

Member Milestone Spotlight: SecurAlarm Celebrates 30 Years as a Family-Owned Business

About

Where and how did the family business journey begin?

What’s been most surprising about your family business journey so far?

If you could go back in time, what’s one piece of advice you’d give yourself?

In SecurAlarm’s 30-year history, what do you see as the family business’s most important contribution?

What do you identify as a pivotal change throughout the business’s history?

Small Business Week Feature: Ludema’s Floral & Garden

Where it All Began

What’s Next For Ludema’s?

Experience with Family Business Alliance

Small Business Week: How GL Resources Became Accidental Entrepreneurs and Built a Successful Business

Where It All Began

Working Together

The Importance of Small and Family-Owned Businesses

Community Involvement

Succession: Why Logan Roy Was Doomed to Fail

If you are a family business leader, don’t be a Logan Roy.

Membership

Resources

Family Business is What We Do.