One of the things we’ve learned is that a family contract can be a valuable tool to help families build trust and avoid conflicts. We’ve also found that for a contract to work well, everyone who signs the contract should have a say in how the contract is written. That doesn’t mean you will get everything you want and, as you probably expect, your parents still have the final say on family rules.
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Cohesion Isn’t Just for Families
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A family office and advisor team working in the best interest of the family first and foremost requires (1) working with and depending upon multidisciplinary colleagues, (2) collaborative management of the practice areas with appreciation for pragmatic give-and-take resulting in a better overall plan, (3) recognizing that team members are not individually successful unless the greater goal is achieved, and (4) understanding that achieving the greater family goal will make each member most successful.
When families feud, nobody wins. What causes reasonable human beings to defy the advice of trusted advisors and lose sight of the costs of family fighting, not only in terms of money but vital family relationships and peace of mind?
Family Employment & Compensation
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For family members working in the business, the area of compensation overlaps with contentious considerations of fairness, equality, performance-management and long term engagement. This artcle itemises how families have approached this issue, and advocates some pathways to avoid disharmony.
Perspectives on Legacy: Managing Family Dynamics and Wealth’s Human ImpactArne Boudewyn, Managing Director, Abbot Downing Building and preserving a family legacy requires attention to not only financial capital but also human, intellectual and social capital. It is the dynamic interdependence of these elements that ultimately influences successful wealth transfer across generations.
Traditional wills involve what you want your loved ones to have. Ethical wills involve what you want your loved ones to know. This short article discusses how the ancient practice of crafting an ethical will is an essential piece of today’s multigenerational wealth planning.
Peter Drucker has famously stated that "management is doing things right; leadership is doing the right things." The challenge of that statement of course is identifying what should be done and your capacity to accomplish the ‘right things’. The Family Office Exchange in partnership with Vantage Leadership has initiated a study to identify a framework for assessing key family leadership responsibilities.
Gen Y, or the Millennial Generation (those people born from 1982-2000), present some very specific challenges for wealth advisors. While wealth advisors have spent most of their careers successfully building and managing relationships primarily with their Baby Boomer clients, these same wealth advisors stand to witness the greatest transfer of wealth from those Baby Boomer clients to their Gen Y children. These same Gen Y children have different values and priorities than their Boomer parents.
While the concept of discussing the values and expectations surrounding philanthropy aren’t new and advisors are tasked with satisfying the gifting expectations of the families they serve, as indicated in the 2013 U.S. Trust and The Philanthropic Initiative research on philanthropy—there is a significant disconnect between advisor approach and client expectations.
Achieving Sustainability: The Challenges, Opportunities and Complexities of Enterprising Families
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If a family wants to increase its economic capital, it must work on its human capital – its emotional, social and intellectual competencies. Although it may be challenging to keep economics from dominating emotional life and vice versa, sharing assets can provide an opportunity to develop family members who are financially and organizationally knowledgeable.