If you’re not used to having conversations surrounding family wealth, it can be an uncomfortable experience that can lead to in-fighting and a breakdown in trust. That’s especially true when talking about inheritance: older generations often question if their kids are ready to grow into their roles as stewards of wealth, and younger generations often let inexperience and a fear of being judged keep them from asking important questions.
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Families are reconsidering their motivations for giving and how their philanthropy carries forward their values, aims, and objectives. It’s promoting deeper intentionality, humility, empathy, understanding, and trust. These shifts are prompting families to reflect on what they seek to build now and how it informs their legacy. It’s imperative to shift legacy from a reactive construct to an emergent one that serves as a guide and measure of accountability.
Through interviews with dozens of donors, Legacy in Family Philanthropy: A Modern Framework, explores big concepts, such as how the ever-evolving idea of legacy relates to values-driven giving and a commitment to impact. It also explores practical matters, such as how multigenerational families can—and do—navigate conversations about legacy.
All parents have reasons for why they do or do not share their wealth with their children, and neither option is without challenges. The key for parents is to find the balance between sharing everything and sharing nothing while also passing along the skills required to ensure their children become responsible inheritors and/or beneficiaries. Here are some best practices for striking that balance without losing the opportunities that come with significant wealth.
At its core, a mission statement serves as a compass, continually steering an organization or business toward their goals. For the families who undertake the process of creating a mission statement, it provides a similar and essential navigational tool. To be successful, however, the mission statement must resonate and mean something to everyone in the family. It should ideally look inward to identify each family member’s personal values.
This research brief uses direct feedback from members of the rising gen to identify their top concerns and shed new insights into the important goals they have with their family. With the data and recommendations gathered, you can learn more about the group—including the challenges and pressures they face—to create a roadmap that leads to productive family engagement and communications, action planning, and problem-solving.
In 2022 Dr. Jamie Weiner published The Quest for Legitimacy: How Children of Prominent Families Find Their Place in the World, a collection of qualitative research modeling rites of passage, pathways to individuation, creating trusted partnerships, and addressing family dynamics. Similarly, in 2022 FOX has conducted focus groups and a rising gen study, which affirms what we know about rising gen, and illuminates the methods to ensuring success and fulfillment.
Based on “The Stanford PACS Guide to Effective Philanthropy” and “The Philanthropy Toolkit: An Introduction to Giving Effectively,” this Charitable Giving Guide provides donors with a comprehensive resource to help maximize the impact of their philanthropic giving. By selecting one or more sections that align with your most immediate needs, you can tailor your experience by the topics that interest you.
For a variety of reasons, Americans tend to be reluctant to discuss the specifics of their wealth—especially with adult children. While there may be discomfort around talking about wealth, there are several good reasons and ways to have these critical conversations.
We are entering a New Era in Family Wealth. The New Era represents a distinct shift in families’ needs and priorities. Family wealth has long been defined mostly in financial terms, which led to growth and protection of the family’s financial capital as the overriding priority. Today, here is an emerging desire by more families to focus on purpose, education and leadership or the human capital element.