Yes, the pyramids and Great Wall are significant structures.
However, if I were to list the greatest wonders of the world, Tribalism would be #1. Think about it.
You and I do whatever we can to protect our loved ones. Their safety is critical. We may mortgage the house to protect our children who require healthcare. Our social groups reinforce whatever world views we think are accurate. Algorithms are as ancient as the walls in Jerusalem that separated tribesmen. Why assume that tribalism is always a bad thing?
Tribalism describes the social fabric in every community. In every corner of the world. We have dress codes that reinforce local norms. We have countless languages, and jargon, to reinforce who is in the group. And we have endless examples of battles for property and social honor. Those tribal histories create identity and protect shared values.
My family roots include a Scottish clan that brutally fought for marginal farmland and sheep. My wife’s roots include a different Scottish clan that brutally fought against my antecedents. And today we embrace our shared Scottish roots. When I travel abroad and hear someone with an American accent I’m immediately drawn to them. Tribalism at work. We quickly identify those who “in group” and those who are “out group.”
Psychologists (like me) know that those judgements occur in a millisecond. Thankfully! They enabled my antecedents to survive. And they enable you and I to quickly discern threats from allies.
Tribalism in extended families permits all of us to protect and distribute assets (That’s the second wonder of the world, on my list of two wonders. For a different post). We save money and property so that we can distribute it to our loved ones.
When families protect assets, they can compound over time. The Vanderbilt assets were dissolved within one generation amid squalor. The Rockefeller assets are wisely distributed to this day because the family and their advisors subscribe to a shared belief: wealth requires responsible stewardship and service to others.
All philanthropy is the result of tribalism at work. Look around your city. Look at the names on the buildings such as that museum, university, church, synagogue, stadium…. Look at the beautiful shared spaces like parks, libraries, with anonymous donors who want to support their legacy.
Recently I video-recorded some comments about tribalism and compounding assets with a Family Office client. They serve 80 wealthy families with complex needs. At root, most of them share the same values of integrity, asset preservation, legacy leadership, stewardship, philanthropy.
We don’t talk about family business succession because we don’t understand wealthy people. All family enterprises are built on tribalism.
Fears prevent us from understanding the greatest wealth transfer in human history, which is quietly successful, and happening today.
I wonder what would happen if we discussed the power of tribalism and compounding assets more openly? I can think of 4-5 people I’d like to learn from. How about you?
Family Capital is defined as durable family harmony and governance.
Financial Capital is any investable asset – time, treasure, tithe or truths.
I’m not sure which form of capital goes first.
But I am sure that values drive behaviors. We love our children, and we would take a leave from work to care for our children. Right?
Recently one of my clients shared a story of a family that did just that. They rallied around a 2-year old fighting cancer. They re-designed work loads and scheduled care givers. They pooled money to support the healthcare costs. And last week they rang the bell- to celebrate! The nurses lined the hallway. The neighbors lined the street. The grandparents drove the car. The parents waved to neighbors and protected their immune-compromised child from any risks. Values drive our behaviors.
I am also sure that most families share the same values: integrity, asset preservation, legacy stewardship, philanthropy, responsible service to others.
When I directed a non-profit summer camp program at a Quaker School near Washington, DC, I saw those values every day. Parents invested as much as possible to provide more opportunities for their children. That program grew over 800% because of their shared values.
Many of those parents struggled to support their children. They wanted to support their family capital. And they had limited financial capital. Just like you and I.
My experience is that most families struggle with financial literacy because they don’t discuss financial capital enough. There is an endless need for family meetings to discuss cash flow and investing.
When our children were in Middle School and High School we had Sunday evening meetings after dinner to discuss the week, and financial matters. They were short meetings. The children led parts of them. They learned to live below their means. They learned that what their friends posted on social media was not always true. They learned to invest in compounding assets.
Now I facilitate family meetings for clients. On Tuesday night I facilitated another virtual 90-minute family meeting. The patriarch, matriarch and a sister represented the Elders. The Next Gens included 3 children aged 28-40 and one spouse. Three wealth advisors provided content on retirement and investing options. My role was to encourage the Next Gens to ask questions about Roths, IRAs, compounding, employee matching… everything needed for them to make more informed decisions.
That was their second educational session and we will have at least two more in the next 4 months. One breakthrough was when the daughter, newly divorced and single, realized more options from her employee match. Another breakthrough was when one of the sons realized that as an independent contractor doing work for the family business, he needed to contribute more to his pretax options.
As the children shared their takeaways the father was glowing with delight.
Every Elder wants their children to make smarter financial decisions.
Maybe Family Capital and Financial Capital go hand in hand.
I’m often surprised at what business psychologists know, that ANYONE could benefit from knowing and practicing…
This content is #1 of 3 articles.
Title: The HERO Model: An approach for Navigating Organizational Changes in Family Enterprises
All leaders and advisors struggle with Organizational Change. How could our work be anything else? Family enterprises are infinitely complex. No one likes to be told to change. We all bring our biases and adopt heuristics to reduce that complexity. Attorneys say, “We mitigate risk.” Wealth advisors say, “We leverage capital assets.” Next Gens say, “We want to innovate.”
We all use heuristics (patterns for what works) to reinforce the structures that reflect our worldview for each family system. One common example is the multidisciplinary views of capital, that include financial, social, human, family, legacy, and intellectual views of capital. Those views of capital are resource-based, and the capital diminishes as we age. In my final years, for example, I will forget people and information, and my financial assets will be invested into healthcare… just like each of our clients.
What would happen if more practitioners adopted a more pervasive and universal view of capital?
Social psychologists (like me) know that Psychological Capital (PsyCap) is a dynamic, validated construct that can be used to describe our clients. PsyCap is defined as a construct based on 4 inter-related competencies: Hope, Efficacy, Resilience, and Optimism (see the APA link here, or read the book here).
As the primary author, Fred Luthans, recently stated to me, “PsyCap has and continues to take off across the world … I have over 166,000 citations of my research which has been awarded in the top 1% of all researchers in all fields in the world and ranks #1 in organizational behavior textbooks. In other words, I am very happy with how PsyCap research is going, especially in the global economy.” (direct communication 9.5.24).
The HERO model is more than a convenient acronym. The HERO-within model is a critical approach that practitioners can apply at multiple levels- individual, team/ family, and organizational/ societal.
I have applied the PsyCap model with countless clients for decades. You can also do so!
And ANYONE can apply this model to themselves.
Practitioners, by definition, need to practice new behaviors and share them widely. My opinion is that practitioners have a fiduciary responsibility to practice both new ideas (innovation) and celebrate strengths (stability) every day.
The purpose of these 3 short articles is to introduce the HERO model, like a new vocabulary term, and examples that can be applied by advisors in any discipline. I invite you to assess how you can apply these practical examples with yourself, your loved ones, and with the clients you serve.
Imagine that you are building a house with a garden that you hope will support generations of loved ones. Hope is defined as “the will and the way” to build a better future (read the book here). Every business founder believes “I can build this product or service.” Their hopes are often defined in founder’s history books or videos, vision statements, the stories told and re-told at gatherings. Efficacy is the capacity to build that new house, to get the job done. We all use blueprints such as values statements, family constitutions, charters, phased strategic plans for new projects. Resilience is our capacity to respond to adversity by returning to the same or a better level. Examples include our responses to global disease, market adversity, or loss of our loved ones. Optimism is our choice to believe in a positive outcome, such as well-being for our children and grandchildren. All four of these competencies can be measured, taught in under 90 minutes, and developed over time. The PsyCap impact is more significant when all four competencies are measured (a second-order effect) than when only one or three competencies are measured.
Here are examples for how we can accelerate PsyCap at three levels: Individual, Team/ Family and Organizational/ Societal.
Article #1 of 3: The HERO Model applied at the Individual level
We all need to look in the mirror at times. We all need to exhale. All good leadership development models start with self-awareness and lead to new actions, so it makes sense to start this list of activities with assessments, then several new behaviors that you can implement immediately.
A. Pre-Meeting or Annual Surveys. For years I’ve embedded these 4 questions into surveys so that I can provide a summary of PsyCap changes over time. Directions: On a scale of 1 (low) to 10 (high) how do you assess each of the following?
1. Hope. I have “the will and the way” to achieve my goals.
2. Efficacy. I feel confident that I know what I need to do to achieve my goals.
3. Resiliency. I can get through difficult times or challenges.
4. Optimism. I am optimistic about what will happen to me in the future.
When I share the data, I also encourage people to use these four vocabulary words regularly.
B. Self-Assessments. Individuals and teams can clarify values using free tools like https://www.viacharacter.org/ or https://www.lifevaluesinventory.org/
Personality and behavioral data including strengths and derailers can be assessed from https://www.hoganassessments.com/ or https://www.discprofile.com/
C. 360-Assessments. The most valid form of assessment is anonymously collected from others and focuses on the behaviors of family and non-family leaders. See my process at https://assessnextgen.com/
D. Reflected Best Self activity. When I ask 10-15 people to describe my strengths and weaknesses, those details can help me identify how I can be “At My Best.” Our colleagues and loved ones may never have been asked to provide feedback or advice. (See details at https://hbr.org/2005/01/how-to-play-to-your-strengths).
E. Three Good Things. The gold standard in social science, with over 100 years of research, occurs when a random sample population repeatedly has a significant result from an isolated behavior. Imagine that you practice this new behavior for a week. When going to bed, write down or state out loud Three Good Things that happened that day. Simple activity, right? If we measured your subjective well-being (happiness) daily, it would increase. Related prosocial measures, like gratitude and kindness, also increase. If you extend your Three Good Things activity into a journal for months and years, then you can ask your loved ones if they notice any results. (read the book here).
F. Adopt a metaphor, such as building a new house with a garden where your great grandchildren can flourish. When we “design a future self or future house” then we can adopt that metaphor and practice flourishing. Ask any founder. Or ask any parent. When we hold newborn children, we always whisper our best intentions and hopes. Why not do the same for yourself and your clients?
Time to pause… what do you think?
Article #2 in this series will focus on the team/ family level.
Article #3 in this series will focus on the organizational/ societal levels of organizational change.
Conclusion
Like every practitioner, I’m regularly reminded of how little I know. I ask for advice, and read, and on good days I listen well. Then I try something new. The PsyCap term may be new to some readers. However, the words “hope, efficacy, resilience and optimism” are ancient and familiar.
If we embrace the HERO model for our loved ones and our clients, then we are practicing ancient wisdom, in a new way. (See my riveting dissertation here).
My experience is that Psychological Capital describes family-centric values over a longer term than any other measure of capital.
Please add your thoughts if you share that bias or want to continue this conversation!
Yesterday a client said, “We’re too small. We can’t afford consulting. We make less than $1M in annual revenue. We build decks and patios. This business pays the bills. I guess it’s my retirement plan…”
Sound familiar?
Yikes. It sounds short-sighted and dangerous to me!
People provide solutions… and customers buy solutions. That’s the bottom line.
This business leader does not ONLY build decks and patios… Not really. That would be short-sighted. He creates “outdoor living experiences for loved ones.” Something remarkable.
How much would you invest in a backyard party for your child’s birthday? Or your family reunion? Or your weekend football game party? Or that special bottle of wine or bourbon?
If you invested $30,000 into an outdoor living redesign, wouldn’t you expect decades of priceless experiences with your loved ones? That solution is priceless.
Case Study: Joe
A second business leader said, “I don’t think I have anything valuable, so when I retire, I’ll just let it shut down.”
I asked, “What’s your annual revenue and earnings?”
He said, “Our revenue is about $1m/ year and I make about $250,000 year. Everything else goes back into capital expenses and employee compensation. We’ve had a good life. I’ve raised my family.”
I asked, “What if you assumed 4x earnings, and someone offered you $1,000,000 to buy your business next week? Would you retire?”
FACT: Most business leaders don’t know their value and succession options.
Market Analysis Figure 1:
Check out these details… do they look familiar to you?
Segment
Annual Revenue
Avg. No. of Employees
Avg. No. of Owners
FTEs
Strengths
Weaknesses
Key Problems
Small Family-Owned
Less than $1M
10-50
2-3
5-25
Strong community ties, family unity
Limited resources, dependency on few customers
Lack of growth strategy, succession planning
In every corner of the world, in every business sector, small businesses define the success of every economy. They are the social fabric of communities. They define success. They create over 65% of jobs and GDP in the US, and a higher percentage in Asia.
Most of the time, business leaders quietly pass on their business to family members or capable leaders. Sometimes there is conflict because of bad communication. Those succession planning discussions require expert advising from consultants.
“Do-It-Yourself” consulting or “Consulting From a Book” always leads to failure. Don’t waste your time or money.
I hire experts to build outdoor living experiences. Or to do any plumbing, electrical, legal, and financial work. Don’t you hire similar experts?
Market Analysis Figure 2:
How much would you expect to invest in a consulting solution?
Consulting Needs
Consulting Fee Range (Phase 1)
Consulting Fee Range (Phase 2+)
Representative Business Types
% of U.S. Economy, approx. #
Familiar Family-Owned Businesses
Business planning, succession and leadership coaching
$5,000 – $15,000
$10,000 – $25,000 annually
Local restaurants, niche retail, craft breweries
~10%, 3.1M
Zabar’s (NYC), King’s Hawaiian, Goorin Bros.
There’s no need for confusion about pricing. That approach only leads to distrust.
• Consulting Needs are problems that require external solutions, such as conflict resolution, strategic planning, or leadership coaching.
• Consulting Fee Range (Phase 1: Initial Discovery/Assessment) includes the initial consulting phase, such as discovery, assessments, and strategic recommendations.
• Consulting Fee Range (Phase 2+: Annual Consulting Phases) covers ongoing consulting needs in subsequent phases, including implementation of solutions, leadership coaching, and strategic execution over a year or more.
Back to the first example of the business leader named Joe, who doesn’t know the actual value of his business. Joe has three options:
No investment in consulting. When Joe retires the business dies.
Small investment in consulting, $15,000- 40,000 over 12 months. When Joe retires the succession plan may enable the business to continue.
Larger investment in consulting, $75,000 – 200,000 over 5 years. When Joe retires the succession plan may provide over $1,000,000 in real value to the owners or their benefactors. The community retains jobs. The business legacy may continue for generations.
Sound familiar?
The solution for most family-owned business leaders is NOT venture capital or private equity investors. They will extract value and disappear within 3-5 years. That would be short-sighted and dangerous.
The solution is to invest in consulting solutions, such as “family capital for loved ones.”
Succession Advisory Teams
The only way to win a football game is expertise on the offensive team, the defensive team, and the special teams. Each team measures success differently to “put points on the board” or “hold them to three downs” or “run it back.”
In the same way, a Succession Advisory Team brings multi-disciplinary experts together to achieve a win.
Lawyers provide risk mitigation and contractual agreements. Accountants provide business valuation and options. Wealth advisors provide investment options. Business psychologists (like me) facilitate the process.
At a recent meeting I asked, “What is your leadership succession plan?” After a blank stare from several business owners I heard:
“We don’t have one. What is it, exactly?”
“You’re looking at it. I’m all we’ve got.”
Family-owned business leaders are not alone. Business owners are not alone. As most FFI members know, family business leaders represent about 70% of the U.S. economy, and about 70% of new job creation. My experience is that 100% of family business leaders worry about succession planning. What about your clients?
This short article explains what succession planning is, and how OKR leadership can help your clients be more proactive than reactive. You have probably read that only 1/3 of family businesses survive from the first generation to the second. But the reason for that low success rate is because they are not well advised by FFI members. You, and your clients, can practice succession planning using OKR leadership. Think of this article as one more tool in your toolbox.
Definitions
Succession Planning is defined as a process for identifying and developing your next generation of key leaders. The goal of succession planning in family-owned businesses is to perpetuate your legacy and assets over generations.
Succession planning requires OKR Leadership. Let me explain. Objectives describe what to do (e.g., transition ownership and management to the next generation). Key Results (KRs)describe how you measure that objective (e.g., assess the strengths and weaknesses of each family member and director within the next 30 days).
OKR leadership is the process for managers and leaders to practice what matters. For example, if your business needs to develop a succession plan, then you may need to increase accountability and transparency using OKRs. At many of my client companies, OKRs are written by each director and each family leader. Those OKRs are reviewed monthly at family business meetings. You may know that OKRs have driven the largest migration of financial assets and technological innovation ever recorded in human history to Silicon Valley, California since the 1970s. OKR leadership is a radical process for top-down hierarchical organizations to implement, but it is attractive to many family-owned business leaders because it works.
Case study
Rick is an example…
Read the full article above for the case study.
For discussion about your family business or succession planning, please contact Doug Gray here.
This is a common question. With both a simple answer and a complex answer.
The simple answer: Serve others well. Provide tremendous value.
The complex answer has at least the following 5 points.
1. Choose a BIG WANT. Humans are aspirational- we aspire to do constructive work. We aspire to build families, companies, wealth, happiness. Our aspirations are reflected in art, architecture, net worth, hobbies, etc. However, too many people lose their focus. Perhaps you are representative. As a child you may have had aspirations defined by others; such as get a job, or go to college or take care of your siblings. As a young adult you may have had aspirations defined by you; such as, build a happy family, serve others, develop my business. And all of us struggle. Challenges exist. Suffering exists. In response, we need to choose an aspiration that is BIG. When we choose a BIG WANT, not a small want such as material comfort, we become leaders. The bigger our want, the bigger our impact as leaders. A key coaching question is “What is your BIG WANT?”
2. Choose a GREAT TEAM. Humans are social creatures. We evolve as a result of strong relationships. Selling is based on strong relationships. We can assess the market needs. We can assess the strengths of others. And we can build a great team to respond to that market need. The most successful leaders have at least 6 people on their team who create creative tension and focus on results. You may need to hire or develop a great team. A key coaching question is “Who can you add to your team?”
3. Choose constructive DAILY ACTIVITIES. Leadership is not an occasional event. Leadership is an ongoing process of daily activity. Choose your activities carefully. You have access to more digital information than ever in recorded history. You should know WHAT works: Good diet. Regular exercise. Focused activity. Finding problems. Solving problems. Serving others. Tracking activity. A key coaching question is “How are you certain that you are making constructive daily activities?”
4. Measure your Key Performance Indicators. KPIs are used in all businesses. What we measure leads to results. Sadly, too few people measure their leadership efforts. For many years, I have provided scoresheets, templates, spreadsheets to help others measure their KPIs. A little structure helps. Daily and weekly accountability sessions help. Metrics define the score. They are data points. Like a line on computer software, KPIs determine your impact as a leader. A key coaching question is “What KPIs do you need to measure today?”
5. Remain humble. I have had countless great teachers, from the finest universities on the planet. Clients are the most instructive teachers. Children are a close second. All constructive leaders in recorded history shared the same trait: we are all humble. A key coaching question is “How are you showing your humility?”
If I had more time I might add more to this list…
Bottom line: YOU can save time and money. YOU can be a smarter leader today.
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