Are you looking to add hundreds of thousands - or even millions - of pounds in extra revenue to your business?
One of the biggest untapped opportunities I see in family businesses is this: you’re living your values internally, but you’re not showing customers how those values translate into tangible commercial value for them.
Read MoreNot long ago, I spoke to a family business that prided itself on being “like a family” - supportive, loyal, and values-driven.
But scratch the surface, and a different story emerged.
They had aligned values. They had a strong culture. On paper, things looked great.
Yet in their rush to fill roles as their business had rapidly expanded, they’d brought in people who didn’t align with the ‘feel’ of the company.
Read MoreA while ago, I worked with a family business that had just won a Best Place to Work award.
From the outside, things looked great. Employee retention was strong. Staff spoke positively about the company. Morale seemed high.
But inside the business, something didn’t add up.
One area of the organisation - just one - was completely out of step.
🚫 Engagement was low
🚫 Efficiency had dipped
🚫 And the culture in that department? Toxic
It wasn’t just unpleasant. It was starting to spill over into other areas. The company’s wider culture - and its performance - were under threat.
Read MoreEarlier this year, I spoke to a family business that wanted help shifting their culture. Staff morale was mixed. Communication was inconsistent. Customer experience varied wildly depending on the department.
They had good values. But something wasn’t clicking.
When I asked how the leadership team was living those values day-to-day, they said: “Oh, we’re not looking at leadership right now. We’ve already decided the problem is further down.”
They wanted to “fix” the culture - without addressing the people who set the tone. It didn’t work. It never does.
Read MoreAt the end of a workshop with a leadership team earlier this year, I asked: “Which of your values brings the most value to your customers?”
Silence.
They had four strong values, but when pressed on which of these drove customer decisions, created competitive advantage, or improved margins…they were stumped.
Not because the values were wrong. But because they weren’t ‘working’ for the business. Not commercially. Not culturally. And certainly not strategically.
I know I have and it’s something I have to constantly stay aware of. And it’s something that many family business leaders struggle with. However, I was shocked the other day when having a great discussion with a very successful female family business leader who always appears to be super confident, purposeful and driven when she confessed to me that she still suffered from crippling Imposter Syndrome.
Read MoreWithout exception, all the family business leaders I am talking to right now are grappling with the often-thorny issue of how to attract and retain Generation Z colleagues. This younger generation of workers are coming into the workplace with often very different ideas of how they want their work life to be and what they expect from us as employers. And sometimes it’s hard to know how best to react to that as their approach to life may be very different from ours. However, the good news is that many family businesses already have a great track record of evolving with the times and staying ahead of the curve.
Read MoreDo you ever wonder about the real impact of organisational changes? We’d like to share with you the experience of a large family business that decided to shake things up, unaware of the cultural ripple effect that it was going to have. Here's the story of their transformation and how we worked with them to set things right.
Read MoreFamily businesses often cherish their values as they are deeply rooted in the company's history and culture. These values are typically established by the founding generation of family business leaders and become an integral part of the company's identity. However, as time goes by and the business landscape evolves, it becomes crucial for family businesses to assess whether their values remain relevant and effective. This article explores the importance of periodically re-evaluating family business values and how doing so can positively impact long-term growth and success.
Read MoreIn a family business, values and culture are not mere buzzwords; they form the essence of the organization, guiding decisions, shaping identity, and defining relationships with employees and customers. Family business owners take pride in their rich tapestry of values and culture. However, a potential pitfall is becoming too entwined with these values, hindering the ability to critically assess their full potential.
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