“Good governance is key to long-term success, especially in family-owned business, where stakeholder relationships are often complex,” says Sonny Iqbal, co-leader of Egon Zehnder’s Global Family Business Advisory.

In Emerging Markets Business, Egon Zehnder’s Sonny Iqbal and Richard Stark offered their perspective on one family business, Paraíso Verde, which was founded in Chile in 1911 and later fell into crisis following the loss of the founders.

Managing family relationships at work is one of the thorniest issues in family-owned businesses, particularly when relationships cross generations, such as parent-child or uncle/aunt-nephew/niece. Many family members are committed to professionalism and strive to separate “work” and “family” in their dealings with each other.

The ability to give and receive feedback is a fundamental leadership skill. Feedback improves outcomes and results, motivates performance, brings groups together, clarifies goals and objectives, clears outstanding issues and inspires development.

What sets family businesses apart - by Prof. Dr. Sabine B. Klein and Prof. John L. Ward, Ph.D.

Dialogue between historian Deborah Cadbury and family business expert Nigel Nicholson: “Family firms bind people together by the really fundamental elements of being human.”

James E. Hughes on the role of ritual.

In a recent study, Egon Zehnder and Family Business Network International interviewed executives at 50 of the world’s top family firms - mostly in the third or fourth generation - to discover how they unlock great leadership.

As China’s first generation of family entrepreneurs grows older, an increasing number of businesses are facing the thorny succession issue, reports the Financial Times’ FTChinese.com

Leadership succession is one of the most critical and daunting tasks a family business can face. Unfortunately, there are few resources that set forth in a concise way established best practices and then provide practical guidance on their implementation.