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Effectively managing the transition of employees into and out of a family office will contribute significantly to the achievement of business objectives. Transitions are stressful for the employees and family members who are affected by the change, but, with careful planning, positive morale can be maintained and disruptions to work flow kept to a minimum.

Just as family businesses have boards and family foundations have boards, family investment offices should have boards, too. And the best family boards include several independent, outside directors. Boards provide oversight and accountability. Family organizations benefit from such oversight, and independent, outside directors on boards provide fresh perspectives and objectivity.

In difficult economic times such as this, we tend to forget — or minimize — the impact of turnover in the office. This is primarily due to the fact that people seldom leave their jobs in a tight employment market — even if they are unhappy. Turnover is costly, particularly in a small office environment. Smart family offices will pay extremely close attention to innovative recruiting strategies, job satisfaction, employee involvement and modern management techniques to attract and retain their best people.

Most of us live with a fair amount of interpersonal conflict, largely because we really don't believe that it can be resolved. Ongoing controversy within families and between family members and family office staff is a common experience, but it is not a necessary one.

Building and sustaining a team of responsive, compatible employees is one of the keys to a successful family office. In the sports world, professional team managers use a variety of diagnostic tools to enhance their team-building techniques. In the family office, managers can use similar diagnostic tools to gain valuable insights into how groups of employees are likely to work together.

This first national study explores the topic of family philanthropy through the family office including opportunities and challenges, perspectives and experiences of practitioners and family members with the family office structure. This is a collaborative project of the National Center for Family Philanthropy, Threshold Group, and FOX.

“Why can’t we all just get along?” If you say that often, perhaps it’s time to find the answer. People who work with successful families know that financial resources, social status, career or educational opportunities and even intact marriages do not guarantee family harmony. All families are subject to conflicts, pressures and the unmet needs of family members. In fact, family issues and conflicts may arise from a family’s resources and status – especially when resources and status affect a family member’s identity or sense of meaning.

Identity theft is a risk that continues to grow and change daily. Due to the many forms identity theft can take, including medical, credit, and financial, the threat remains prevalent and affects millions of people every year. Keeping up-to-date with the latest prevention methods is the surest way to protect the assets and identity. There are a number of steps that can be taken to reduce the risk of identity theft, including reducing access to personal information and maintaining a list of credit card issuers and phone numbers.

All businesses face cyber threats. Almost every company has some kind of network, database or online presence that puts it at risk for a cyber breach. Smaller businesses can be more vulnerable than larger ones as they often use third-party hosting and information processing that can be an entry point for cyber attacks. By following various proactive efforts, companies can protect their employees, their clients, the products, and their intellectual capital.

Each year fraudsters are stealing millions of dollars through sophisticated fraudulent use of Email Compromise Scams targeted at individuals and employees who regularly perform wire transfers. The scam involves a fraudster creating a false email or alternatively, hacking into a real email account of an executive, business partner, employee or financial advisor in order to generate a fraudulent request for a transfer of funds. The email is normally well designed and appears legitimate. Stay protected and secure by following preventive measures and developing good security habits.