Sample excerpt from Legacy Locked

Copyright © 2025 by D.W. Gray, PhD. All rights reserved.

Thank you for purchasing an authorized copy of this book and for complying with international copyright law. No part of this book may be reproduced or used in any manner without the prior written consent of the copyright owner, except for the use of brief quotations in a book review.

The information contained in this fictional book is not intended as a substitute for expert services or consultation with any financial, legal, or business consultants. All readers have unique circumstances that require specific expertise and customized solutions. All names included in this text are changed to protect the confidential identities of my clients.

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Disclaimer: This fictional work contains complex characters who are more exciting than anyone ever met by the author… Hopefully readers will find their reflection in many of these characters and conflicts.

Chapters 1-5 introduce the three siblings, Will, Harper and Nora Lee Dawson, their setting in Nashville, TN, and urgency…  The first advisor they hire is an attorney, named Jake Jr.

Chapter 6

By 8:45 they met at a parking lot in 12 South. Will walked in silence beside his sisters. Rain pelted the sidewalks. His sisters huddled under a golf umbrella. He adjusted the hood of his raincoat.

He wondered, what the hell are we doing? Why are we meeting Harper’s old flame? Do we really need another lawyer in our lives? He repeated the family mantra like a drumbeat beneath the street noises: Protect our assets.

The building was full of steel and restraint.

A security guard in a tailored blazer confirmed their names and photo IDs. Then nodded them toward a shiny elevator. “First door on the right. Goes directly to the 15th floor. The top floor.”

Will gave a faint smile. At least someone in this town knows how to do their job.

“Do we need a game plan?” he asked.

Harper shrugged. “It’s called a Discovery Meeting. The point is to uncover what we don’t know.”

As the elevator climbed, Will caught their reflections in the brushed steel wall. He bit his tongue.

Three Dawsons. Blurred outlines. Unspoken tensions between them.

No script.

Not much trust.

Only a shared name and shared risks.

And somewhere above them, Jake Madducks Jr. waited.

With his shiny shoes and a view worth fighting for.

The elevator ride to the Madducks Law Firm felt like an ascent into something mythic.

Will stood between his sisters in the mirrored cab. Harper, poised and flawless as always, stared straight ahead. Nora Lee checked her phone, her thumb flicking through notes. Rain glistened on their jackets. The air smelled like wet wool and nerves.

“I think we need a game plan,” Will declared.

Harper didn’t look up. “It’s a discovery meeting. Which means we’ll talk. They’ll listen. And send a bill.”

They reached the top floor. The doors opened to a quiet lobby. All polished concrete and understated wealth. A single executive assistant escorted them to the office suite. She offered drinks but they were denied.

Will muttered, “So far, better than Chamberlain’s place.”

They stepped into an empty room.

Minutes later Jake Madducks Jr. sashayed in like he was walking on stage.

Yellow suitcoat. Green bowtie. White shirt too eager for starch. Shoes polished to a shine so sharp that Will squinted. He moved like someone who had practiced his entrance. Confidence wasn’t the best word. It was all theater.

“Greetings and such,” he bellowed. “Jake Madducks Jr., Counselor-at-Large. Welcome to all y’all.”

Harper hugged him slightly longer than required. Introductions followed.

Jake Jr. ushered them into his corner office. His sanctum. An explosion of leather, locked filing cabinets, polished boardroom table, and a panoramic view of Nashville’s ever-changing skyline. Downtown cranes perched like giants frozen mid-reach.

Will eyed the skyline. “Nice view.”

Jake Jr. winked. “Got to protect the important things.”

Will wondered. Should I let Harper lead this meeting? Should I grill this character? Take the long view? Maybe I should watch the cards fall on the table.

“Well of course I want to take care of all y’all,” Jake Jr. crooned. He used both hands to pull his hair up and over his head as he leaned back. “Please have a seat. Coffee? Sweet tea? No? Then how about if someone shares what brought you into my lovely office today?”

They got to business.

Harper started. “As you may recall, the Dawson family has significant assets in Williamson County. And two other regions. Each of us receives quarterly trust distributions. Those payments increased when we turned thirty. We’re not cash poor. That’s not the problem.”

Jake Jr. nodded. “So, what brings you in?”

“Our father died yesterday. Cardiac arrest. Suddenly.”

Jake Jr.’s eyebrows rose just enough.

“We meet on Friday with Chamberlain Law,” Will added. “Our parents’ firm. Tomorrow.”

“But we’ve never seen the legal documents,” Harper said. “Not the wills. Not the trust terms. Not even confirmation of trust officers.”

Jake Jr. leaned forward. “Do you know the size of those assets?”

Will’s tone was iron. “That’s not relevant here. Or to be shared.”

Jake Jr. raised his palms. “Understood. Let’s reframe: Do you have an asset map?”

Harper shook her head. “Problem #2.”

Jake Jr. clicked his pen. “So: estate documents missing, trust terms unknown, and no clear line of succession. You assume Chamberlain has something legally binding?”

Will said, “We do assume. We hope. But hope is never a strategy.”

Jake Jr. nodded thoughtfully. “That’s common. In wealthy families like yours, parents hold cards close. It’s part legacy. Part asset control. Parents often think of their adult children as little kids.”

Harper declared, “The Transfer on Death law is firm in Tennessee.”

“Yes,” said Jake Jr. “For good reason. Plenty of outsiders have stolen assets from too many of our neighbors. And family members. There are too few antebellum plantations left. A damn shame. Countless celebrities and wealthy people relocate to Tennessee just to avoid capital gains taxes. Too many damn Californians are buying up our lands. Just stating a fact. As you well know, we protect the celebrities in our town, for good reasons.”

Nora Lee added, “I keep a running list… Justin Timberlake and Jessica Biel. Nicole Kidman and Keith Urban. Carrie Underwood and Mike Fisher. Tim McGraw and Faith Hill…”

Will cut her off, “I’m not sure any of that is relevant.”

“Agreed. Then there’s Regan,” Harper said. “Our mother.”

Jake Jr. leaned forward. “And… what’s your concern?”

Harper paused and looked at Will. He asked, “Are we speaking in confidence?”

Jake Jr. declared, “Yes. Definitely. Attorney-client privilege extends to Discovery Sessions like this one. We always practice confidentiality here at Madducks Law. The day any attorney breaches that practice is the day they lose their credibility. And their reputation.”

Will kept wondering. Is reputation more important to you than anything? That yellow suitcoat screams louder than any billboard.

Harper continued. “In confidence, then, problem #3 is our mother, Regan. She keeps her cards close to her chest.”

“That’s a solid habit when playing poker at a table of hostiles. What’s the problem?”

Harper paused again. “Jake Jr., you may recall when we were in our study group you said that I was ruthless, right?”

“I think my words were a bit stronger. Something like, “you’re a ruthless son of a bitch.” He smiled.

“Yes. Well, our mother is the bitch. She bends the rules until she wins. She bluffs high and rarely folds her cards. She has no friends. Our father was her arm candy. He somehow tampered her down when she got too ruthless. And now he’s gone. We haven’t talked about her much, even between ourselves. She is intimidating.”

“She’s… a wild card,” Nora Lee said carefully. “She bends rules until they break.”

“She’s a closer,” Will said flatly. “Our father fronted the charm. She closed the deals.”

Jake Jr’s eyes flicked between them. “So, she’s likely to be named as the executor?”

“Problem #3,” Will said. “We don’t know. Could be her. Could be Chamberlain. Could be someone we’ve never met.”

Jake Jr. brushed his hair back with both hands and leaned back again. “That’s why you’re here.”

Harper nodded. “And because we don’t want to walk into tomorrow’s meeting blind.”

Jake Jr.’s tone shifted slightly. “If I understand, you’re seeking leverage. Legal or strategic. Before seeing documents that may define your future.”

Nora Lee said quietly, “We’re not trying to fight. We’re trying to understand.”

Jake Jr. softened. “Then let’s keep things simple.”

He rose, walked to the whiteboard, and began drawing three boxes.

Scenario One: A will does not exist.

Scenario Two: A will exists, but it’s hidden.

Scenario Three: Someone unexpected holds asset power.

Jake Jr. turned. “Here in Tennessee, if your father died intestate, your mother would receive a third of the estate. Or equal to one share if the split favors her. But if a valid will exists, everything depends on the executor and the trust language.”

“Problem is,” Harper said, “we don’t know which box we’re in. One. Two. Or three.”

“Not yet,” Jake Jr. agreed. “But we can start identifying who might hold that power.”

Will spoke loudly. “We’ve never been told anything. No succession talks. No planning. Just the family mantra: ‘Protect our assets. Trust nobody.’”

Jake Jr. smiled. “Sounds like your parents wanted survivors. Not stewards.”

Will didn’t smile back. “Maybe both.”

They all fell into silence. Nashville shimmered through the glass windows. Bright, ambitious, unfeeling.

Jake Jr. finally said, “Well, you’re here now. That’s a start.”

Nora Lee whispered, “Can you help us?”

Pleading like a young child.

Chapter 7

Jake Jr. brushed his hair back with both hands. Twice. Then he stood and faced them as if in a courtroom. “Yes. Yes of course. Tell me more about your mother.”

Will spoke loudly, “Frankly, she’s a reckless, greedy son of a bitch.”

Jake Jr. leaned forward, “Now you’re getting interesting.”

Will started, “Here’s an example. In confidence of course.”

“Of course,” said Jake Jr. “This meeting is not being recorded in any manner.”

Will began, “When we were teenagers our parents accelerated their real estate investments. They acquired properties and grew faster than Hobby Lobby. Another local family enterprise. But they never paid a fair market value. Even for our neighbors. They used the Smucker Firm to undervalue properties, based on fabricated risks. Water contamination. Toxic chemicals. Drainage. Undeclared easements. Mineral rights. Fake cemeteries. The details varied but the outcome was always the same.”

“It wasn’t always that drastic,” said Nora Lee. “They weren’t criminals or anything.”

“They skirted the laws,” said Harper. “That’s one reason why they never talked about business with us.”

“And one reason why Harper and I have never been involved. Somehow cut-throat real estate deals were not for young women to discuss,” said Nora Lee.

“Even though our mother, Regan, had a long history of being ruthless. You know about fact patterns. When there’s smoke everywhere, someone’s hiding a match,” said Harper.

Jake Jr. smiled again. “I like you three.”

“Let me give you some more context,” said Will. “When the Smucker Firm said that a property was worth 50% less than other appraisals, the sellers got scared. Every time. They ended up selling for 40% of their asking price. The sellers didn’t know any better. Most local sellers were farmers who inherited the land. Some were old church properties with deacons who were well intentioned but clueless. The sellers were astounded by the growth in Williamson County.”

“But they were told that if they didn’t accept the Dawson offer, then the Smucker Firm would make those risks public. Then the sellers would never see a better offer. Not quite extortion. Not quite illegal. And of course there were never any records of those private talks. But the fact pattern got back to me. Frankly, the three of us have never discussed how our parents acquired their assets.”

“Mostly because two of us, as girls or women, were shut out of the damned family business!” said Harper.

“Also, because I got scared,” said Nora Lee. “We were told to share our opinions. But if I did, I got shut down. So, I retreated. Part of me still doesn’t want to know how they gained so much wealth in only 30-40 years.”

“I can tell you that. I studied them,” said Will. “When needed, our mother was the closer. But most of the time she leveraged the Smucker Firm. They fabricated risks used as leverage to buy assets at reduced rates.”

Jake Jr. leaned forward. “Who owns the Smucker Firm?”

Will groaned. “I don’t know. The CEO is an empty suit. I’ve asked Chamberlain but the old bastard never answers me directly. Our father was the more friendly face in business. And our mother was the greedy son of a bitch. Behind the curtain unless needed.”

“Take it easy, Will,” said Nora Lee.

“Why? We haven’t talked about them. Maybe today is the day to do so! We’re all adults. This meeting is in confidence. Right?”

“Absolutely,” said Jake Jr. “And you three have a fascinating story. Do you have any examples with evidentiary material, like deeds or email threads?”

“Yes, of course,” said Will. “That has been my role for the past 10 years. I manage properties after they acquired them. Here’s an example that was described in the Williamson Herald. Plenty of local dispute from bloggers. The bottom line up front is that our mother always gets more reckless when the stakes get higher.”

“Easy bro,” Nora Lee spoke quietly.

“I think he needs to know some details! Context. We need to bring some of these stories to the surface,” said Will. “Hear me out then you can decide.”

“Discovery. That’s why we’re here,” said Harper.

Will continued. “One of our neighbors owned 520 acres of rolling farmland, just off Cool Spring Boulevard. Before the mall was created, we used to ride dirt bikes there. Bicycles. Not motorcycles. It was one of the largest parcels in Williamson County. And it was one of the only times when they had to use a personal line of credit from the bank. She wrote the demand letter and terms. His name was used. Not hers.”

“Yikes,” said Jake Jr.

“Exactly. He was furious with her! And her private accounts were transferred to First Citizens Bank. To establish some distance from his risks. She kept spending. Like any addicted gambler. He could express frustration. Or his fury. But he could never manage her.”

Harper spoke up, “So, now we are like those sellers. We think we have assets. But we don’t know their value. And we can’t access the papers. None of us want to be her next target. We want to know our options.”

Nora Lee whispered for the second time, “So, can you help us?”

Still pleading.

Chapter 8

Jake Jr. ran both hands through his hair. Three times. That gesture bought him time.

“Well,” he said, in that stretched Southern drawl, “yes of course I can help y’all. Be glad to. What a fascinating family you have.”

He paused like an actor waiting for the next cue. Then he walked to the head of the boardroom desk.

“We’ll start with the basics. Here in Tennessee, when someone dies without a valid will, that’s called dying intestate. Our laws dictate asset distribution. In your case…”

“Spouse and children,” Harper interrupted. “We know. The closest surviving relatives.”

Jake didn’t flinch. “Right. But legal structures don’t always match the deceased’s intentions. That’s why a valid will matters. Any documentation? Estate plan? Drafts?”

“No.” Will’s voice was hard. “That’s problem number one. Remember?”

Shit. Did you not hear us the first time? Another empty suit. A yellow suit coat. We’re wasting our time here…

Jake opened his arms like a preacher mid-sermon. “So! No copy of a will means we begin with assumptions. If your father left no valid document- and I’m not saying that’s certain- then the spouse receives either a third or an equal share with children. Whichever is greater.”

“Because there are three of you,” he continued, “that could mean your mother gets a quarter. The rest of the estate gets split evenly between you kids.”

“We just don’t know,” Harper snapped. “So, we assume the worst. That’s why we’re here.”

“I’m confused,” Nora Lee said. “You said ‘whichever is greater.’ So, is it a third, or a quarter?”

Jake gave a politician’s shrug. “Can’t say yet. Again, that’s assuming there’s not a will. A big if. Box number one.”

Nora Lee leaned in. “What about Emily? His first wife?”

“Divorced and remarried? Then no. She’s not in his intestate line, legally speaking.”

Will’s thoughts moved faster than the shifting wind in the room.

At least Jake didn’t say ‘It depends.’ But what is Nora Lee fishing for?

“Has she reached out to you?” Will asked her. “Emily texted me yesterday. I didn’t reply.”

Harper rolled her eyes. “She’s not relevant. Lonely. Maybe a gold digger. Keeps Dawson as her last name like some sad identity badge. Lives alone with her cats.”

Nora Lee paused then spoke quietly. “She never remarried. No kids. That’s true. But she wants to stay connected.”

Harper stared. “Something you want to share, sis?”

“Maybe. Maybe not. I like her. We talk. She cares about us. About all of us.”

Will stared at the floor.

So, Emily’s been meeting with our baby sister. Gathering intel. Why? Is she angling for something? Payments? Position? Did Emily and our father stay close after their divorce?

Chapter 9

Harper pulled them back. “Let’s move on.”

Jake Jr. shifted his feet- ready for a second boxing round. “Right. Second scenario: there may be legal documents, but none of you have access. Box number two. That limits your power. Without a will, you can’t execute your father’s intentions, whatever they were.”

Harper’s fists clenched. “So, we’re screwed? Damn it all.”

Jake Jr. kept calm. “You believe a valid will exists. But you don’t have a copy. So, we begin where the law begins. With assumptions. In the absence of a will, the state steps in. If there’s a surviving spouse and three children, like all y’all, then you each get a quarter.”

“Unless,” Harper said, “there’s a will that says something else.”

Jake Jr. nodded, lips pressed tight. “Exactly. And we don’t know that yet. So, worst-case scenario planning makes sense.”

“I still don’t understand,” Nora Lee said. “You said the spouse gets a third. Now it’s a quarter?”

Jake Jr. raised a finger. “It’s whichever is greater: a third, or an equal share with the kids. In your case, four potential heirs, so one-fourth to each. That’s if there’s no will. These are fictional examples.”

Harper leaned forward. “And if there is a will?”

“Then everything depends on what it says. The details. Executor named. Beneficiaries listed. Powers granted. If it even exists.”

Harper nodded, her voice sharp. “Which brings us back here.”

Will scratched his jaw. “And what about his first wife? Emily?”

“She’s not part of this,” Harper said quickly. “Divorced. No children. No claims.”

Nora Lee shifted in her chair. “That’s not entirely true. She never remarried. Kept the Dawson name. And she reaches out.”

Will watched Harper narrow her eyes. “Is there something we should know?”

Nora Lee hesitated. “We have tea. Every few months. She cares about the family reputation. She asks questions.”

Harper snorted. “Sounds like intel gathering.”

“She’s lonely,” Nora Lee said. “That’s not a crime.”

Will didn’t speak. But the thoughts were already formed.

Nora Lee’s too quiet. That always means something. I wonder if someone else has a copy of the estate documents. I wonder if Nora Lee has taken a copy from Emily.

Jake Jr. stepped forward again, his voice quickening.

“Now. Back to the second scenario: a legal will exists, but you don’t have access. That seems to be your reality.”

Harper’s voice cut clean. “So, what can we do?”

Jake Jr. didn’t sugarcoat it. “Very little. If you can’t produce the document, you can’t assert its contents. Hearsay doesn’t hold in probate court. No matter how many times your father may have said something over a bourbon.”

“And what if he said he wanted to exclude someone?” Will asked.

“Still hearsay,” Jake Jr. replied. “Intentions are not legal instructions.”

Harper swore under her breath. “So, now what? We’re screwed?”

Jake Jr. didn’t answer. He just kept moving. Literally pacing like a man boxing invisible shadows.

“Best case? Chamberlain Law has a clean will, sealed, signed, dated. Written in sound mind and body. With witnesses. Names an executor. Lists the assets. Designates power of distribution. Those legal responsibilities are clearly defined.”

He turned to the siblings. “Did your father name any of you executor?”

They exchanged glances. Pauses. Each shook their head sideways.

Will thought of the mantra. Trust nobody. That fact sucks. He didn’t name any of us. If our father didn’t trust me to manage the estate, what else didn’t he trust me with?

Jake Jr. punched forward. “If none of you are named, the next likely executor is your mother.”

Will exhaled through his nose. “Of course. Shit.”

“She’s experienced,” Jake Jr. added. “Business-savvy. Ruthless, maybe, but probably capable. Most surviving spouses are named as the executor. Even if that person is struggling with grief. That’s why survivors are targeted by wealth advisors and insurance salesmen. Damned vultures.”

Will muttered, “She’s capable of doing whatever the hell she wants.”

Jake Jr. let that sit.

Then he said, “There’s a third possibility. Box three. If your father named someone outside the family. A friend. A firm. To avoid infighting. Or legal disputes. Or manage philanthropy. It happens.”

Harper’s voice was cold and slow. “Topher Chamberlain, maybe?”

Jake Jr. didn’t respond. He couldn’t.

Will clenched his fists beneath the table.

“There’s also a fourth possibility,” Jake offered, warming again. “Extended family. Uncle, aunt, cousin. Someone who knows the internal dynamics but isn’t at the emotional epicenter. Someone who can manage a family foundation. That can be ideal in high-net worth estates.”

“We don’t have extended family like that,” Will said. “Thanksgiving is a very small event.”

Jake Jr. gave a half-shrug. “Still worth asking.”

Harper said, “Huh? What about a family foundation? We’ve never discussed one.”

Nora Lee broke her silence.

“There is a family foundation,” she said softly. “I’ve been running it for six years.”

For the remaining chapters, go to www.Action-Learning.com

EPILOGUE

One month later.

A press release hit the wires:

The Dawson Family Foundation announces a new charter: focused on financial education, small business equity, and trauma recovery in Southern communities.

The board now includes all three Dawson siblings, with rotating leadership every two years. Plus, four independent board members with non-competing expertise.

A final clause stated, “We share the belief that leadership must evolve. Or it ceases to be effective.”

Back in Richard’s former office, two granite blocks sat on the Reliance oak desk.

The family motto had changed.

Will had engraved a new granite block with a brass plate and golden letters.

Protect our purpose. Trust each other.

Discussion Questions for your Book Club or family meeting:

1. About your family

When Richard Dawson, the family’s powerful patriarch dies without an estate plan, the heirs face a cascade of secrets, succession struggles, and long-buried grievances. For unexplained reasons, their mother Regan is absent. Loyalty is fragile. Memory is unreliable. Blood may not be thicker than paper… So, how is this plot similar or different from your family of origin? Your current family? Your desired family?

2. “Protect Our Assets. Trust Nobody”

These phrases repeat throughout the story like a heartbeat. How do they shape each characters’ behavior? Their relationships? Is it a legacy or a curse or something else…?

3. Family Identity and Roles

Each sibling (Will, Harper, Nora Lee) reacts differently to Richard’s death and Regan’s absence. They crave different things- stability, control, or peace. How are their roles shaped by birth order, gender, personality, or blind spots? What is unrealistic about their behavior? What characters do you relate to most, and why?

4. Inheritance and Power

The notion that adult siblings have no awareness of a $120 million inheritance is unrealistic. And not impossible. Would the story be less impactful of the inheritance was $1million or $10 million? What does inheritance mean in this story- money, control, memory, responsibility, or…? How do the siblings navigate entitlement vs. purpose? Dr. Jenn says, “Time is Right.” Do you agree?

5. Regret and Silence

Many characters- especially Will and Nora Lee- carry unspoken regrets. This story is only one week in their lives. What moments reveal their regrets and fears most clearly? Why do these silences persist?

6. Southern Setting and Expectations

How does the Nashville backdrop influence expectations for behavior, gender roles, and power dynamics in the family? How do the scenes in Monteagle contrast to the scenes at Hickory Ridge? How do the indoor and outdoor scenes contrast? How do music, food, guns, preppers, and religion influence these characters?

7. Emily and Regan

Compare the characters of Emily and Regan, two matriarchs with different legacies. And very different family roles. Matriarchs often lead family succession plans and wealth distribution. What do their choices say about survival, visibility, and emotional costs in this family system?

8. Real Psychology, Real Stakes

The author is a behavioral psychologist. (Some useful definitions are provided in the next pages for your reference.) Where do you see real-life psychology reflected in these characters’ decisions? Do the siblings develop psychological capital? How does their advisor triad (Dr. Jenn- process, Colton- wealth, Jake Jr.- legal) accelerate their behavior changes?

9. Bonus Question

What would you do if you discovered your family had no succession plan- but millions in assets and secret enemies within?

Some Useful Definitions with examples:

Active listening = a communication practice that requires sharing information until the speaker feels validated. Example: When Nora Lee asked, “Did he ever say he was proud of us?” and Will didn’t rush to answer. That was active listening. The kind that leaves space for reflection or truth.

Active owners = people with voting shares of an asset, including risks or rewards

Advisory board = a group of trusted advisors who provide advice to owners

Agency = an individual’s capacity to state important thoughts or feelings. Examples: Harper finally called a new legal team at Madducks Law. That wasn’t rebellion. It was agency, and perhaps long overdue. Will texted Dr. Jenn, and then Colton, and added them to the advisor team. Nora Lee reached out to Hannah, ventured beyond D-House, and brought a surprise guest musician to the Hickory Ridge dinner. Agency describes each character’s development.

Aspirational goal = a big, unattainable vision of a better future

Aspirational behavior = an exceptional, remarkable behavior from people who exceed expectations

Behavioral script = a communication model used to state feelings, undesired behavior, and desirable behavior

Business system = a description of how people fit into a unique system and deliver a valuable product or service

Complete communication wheel = a script with five parts: data, emotion, judgment, want, will, plus opening and closing questions

Conflict = a response to different data or perspectives. One conflict model describes the interactions between task, relationship and process. Example: The siblings have more relationship conflict than task conflict. They don’t disagree about money, because they don’t know much about money. But when Harper needed to fight for her son, Mason, all the characters quickly responded to that conflict!

Conflict management = the process of responding to others with degrees of assertiveness or cooperation

Constructive feedback =positive statements that focus on desired, prosocial behaviors

Culture = a model used to describe organizations, based on underlying assumptions, stated values and artifacts

Data = facts that are quantitative (using numbers) or qualitative (using images or words). Example: The distribution decisions are reversed to make some points about data. These siblings do not approve their parent’s distributions in G&G. They do approve of the distributions to themselves, the family foundation, and the well-being trusts. Those are each data points, facts.

Destructive feedback = negative statements that diminish others, and should be avoided.

Distributions = financial or equity assets that are managed and transferred over time. Examples: The Dawson siblings have had distributions for years. As Harper says, “We are not cash poor.” Their frustrations about distributions include the mysterious terms of the trust officers, location of the estate documents, and scope. They learn to trust Chamberlain. But they don’t have a clue about stewardship or future distributions.

Empathy = the capacity to understand another person’s perspective

External audit = an assessment process led by expert financial, legal or talent consultants

Family system = a description of how related people support their shared values and beliefs

Family capital = a dynamic social construct of shared values lived intentionally. Example: When Dr. Jenn introduces this term, the siblings realize that they have family capital. That it can change. That they need to be intentional together, to protect their inheritance and legacy.

Feedback =what others say or do that shapes personal learning

Fiduciary board = a group of expert advisors with financial responsibility for an asset

Fixed mindset = a belief opposing new ideas or behavior

Flow optimization = a behavioral model describing the balance between challenge and skill

Formal learning = the process of using content to demonstrate mastery of a skill

G2 = second generation family members, G3 = third generation, and so on…

Governance = a shared understanding for decision making, usually with written guidelines. Examples: The Dawsons had plenty of material wealth. But no governance. Like many Next Gen beneficiaries, they were anxious to discover the trust terms from Chamberlain. Then they quickly hired a triad of expert advisors- Dr. Jenn for process, Colton for finances, Jake Jr. for legal concerns. Those advisors may accelerate good governance, and smart decisions, for the siblings. Even for scary beneficiaries like the G&G, LLC.

Gratitude = the behavior of expressing appreciation for the good things in life

Growth mindset = a belief of openness to new ideas or behavior

Hope = the capacity to believe in the will and the way toward a desired outcome. Example: When Harper visits the shooting gallery, Big Mamas, she vents her anger by shooting at images of her husband, Jordan. Then she expresses hope for the meeting with Chamberlain.

Individual system = a description of how people integrate skills and talents into a uniquely meaningful life

Informal learning = the process of using available resources to develop a skill or competency

Innovation = a new idea applied using experiments

Leaders = people who influence the behavior of followers toward a positive vision. The core skill of effective leaders is public optimism. Examples: Will asserts himself inconsistently and needs to develop his leadership skills. Nora Lee and Harper need to develop their influence with their followers, Hannah and Jake Jr.

Learning journal = an individual or team reference documentwith key questions, definitions, and resources

Learning system = a description of how people adapt to new informationand fit into a unique family or business

Loss aversion = a cognitive bias that influences people to avoid any real or perceived loss

Managers = people who maximize the productivity of others. The core skill of effective managers is coaching.

Negative feedback =statements that describe undesired behaviors

Operational behaviors = the required behaviors from people who deliver a product or service

Optimism = the ability of individuals or teams to believe in a better future. Examples: When Will, Grady and Colton describe the preppers and G&G, everyone expresses fear. Then optimism. All three siblings call meetings and take optimistic actions.

Ownership system = a description of how owners assess and manage the long-term assets of a family or business

Passive owners = people with an interest in an asset but do not have voting shares

Perception of fairness = the shared belief that a fair policy serves the long-term best interests of the owners and rewards desired behaviors

Positive feedback = positive statements that reinforce desired behaviors

Positive regard = the deepest human yearning based on safety, connections and dignity

Positivity spirals = behavior thatencourages people to broaden their options and build solutions

Primogeniture = an ownership practice of providing harmony and continuity to the eldest son

Psychological capital (Psy Cap) = a personal or team development model which measures Hope, Efficacy, Resilience and Optimism. For convenience in this fictional novel the word “agency” was substituted for the academic word “efficacy.” Example: After Dr. Jenn introduces the concept, the siblings use those four words more frequently. They practice these four new skills, when using AI, learning about G&G, or protecting Mason.

Relationship conflict = a description of the interpersonal interactions with others, that often perpetuate negative behaviors

Resilience = the ability of individuals or groups to get through difficult times or circumstances. Example: When Nora Lee has another panic attack, and four people quickly support her.

Risk avoidance = the willingness to avoid one behavior

Risk tolerance = the willingness to do one behavior instead of losing another related behavior

Self-awareness = a personal narrative from assessments or feedback that should be reliable and valid

Self-deception = an inaccurate personal narrative based on low self-awareness or inaccurate feedback from others

Shareholder dynamics = the infinitely complex dynamic interactions between shareholders, each with a vested interest in real or potential assets

Social capital = a measure of the tangible and intangible relationships between people

Task conflict = a description of the information necessary to function with others

Triangulation = the communication practice of sharing information indirectly when it should be shared directly. Example: Every time one of the siblings asked, “Have you talked with our mother?” instead of finding Regan. Many families avoid direct communication. Just like the Dawson’s, triangulation perpetuates chaos.

Value-based consulting = a process designed to structure key relationships, results and personal behaviors

To discuss your Family Wealth Advisory concerns (e.g., succession planning, asset transfer, legacy, governance, philanthropy, communication…) or 360 leadership assessment consulting services, visit www.Action-Learning.com ASAP. 

Nothing is more urgent.

Family or Financial:

What interest should go first?

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.

Any thoughts?

The Family Business Chaos MYTH

… that ANYONE should avoid

A grey-haired patriarch recently told me, “I love my kids and grandkids. But I don’t trust their ability to manage my money when I’m gone. My lawyer tells me that I need to restrict their access. What do you recommend?”

This Family Business Chaos myth assumes:

  1. That fears motivate most human behaviors
  2. That Elders need to restrict access to financial assets
  3. That the Next Gen family members are unable to manage money
  4. That advisors can recommend effective solutions

How silly.

Tragically, I’ve met “Family Business Consultants” who boast about $100,000 annual retainers to “manage the process.” They presume that family business leaders are inherently unstable, dysfunctional, heading toward chaos. With a wink they say, “And who knows when you will need me?”

How tragic and silly.

I call it the Family Business Chaos myth. In future posts I’ll share some more related myths. In this post, let’s look at each of these 4 statements in turn.

  1. Fears do motivate most human behaviors. When we are hungry we eat. When we are threatened we fight. When we are confused or uninformed we create stories to “fill in the silence.” I recently heard about two Elders who anticipated a visit from their niece, whom they had not seen in 15 years. They created stories to explain the visit, from “she must have cancer” to “her husband may have abused her.”

In the same way, Elders often create stories to explain their kids and grandkids. It’s a delightful, ancient past time! When I visit Elders they may entertain me with stories, just as we drink lemonade on the porch. They often voice fears such as “she will never find a man who appreciates her” or “he couldn’t make money if we served it on a golden platter.” Those stories are entertaining. But they may be downright silly.

  1. That idea that Elders need to restrict access to financial assets is ancient, and often based on some local precedent. We all repeat stories that reinforce our biased beliefs. Have you heard about our neighbor named Bubba who received a trust fund when he turned 21, then became an opioid addict? Confirmation bias occurs when we repeat desired beliefs. The fact is that most people with access to money learn to live below their means. They practice financial literacy.

Restricted access to wealth, or any resource, does not accelerate social change. In fact, restricted access can imprison people. Look at global slavery, work conditions, oppression of women or poverty. Restricted access may cause violence. Look at global divorce, broken families, suicides, loneliness, drug abuse. Instead, what if wealth advisors actually shared their knowledge in a series of educational sessions? What if digital courses encouraged Next Gen leaders to ask questions about index funds, incentive trusts, donor assisted funds, IRAs, retirement, employee matches?

The #1 web browser is Google because people search for information. The #2 web browser is YouTube, because people search for answers. And they are both owned by Alphabet. The fact is that Next Gens are digitally trusting, better educated than many Elders, and often want to develop more financial literacy. Just ask them!

  1. The notion that Next Gen family members are unable to manage money is based on ignorance. Throughout recorded history, in every corner of the world, most assets are quietly transferred to the Next Generation. (Also called the Rising Generation, like a Rising Tide or a tsunami). If Elders are not able to teach responsible wealth management, then other advisors can do so. One positive outcome from the Certified Financial Professional (CFP) designation is that wealth advisors are better self-managed to actually serve their client interests. For many decades “financial managers” were incentivized by higher commission fees or transactional incentives from their product managers.

Throughout my career I’ve taught people how to manage their precious time, money, treasures and talents. Nothing is more important. Perhaps anyone reading or sharing this article shares that same commitment.

Teaching financial literacy assumes that Elders and Next Gens are willing to learn. When I facilitate family meetings, I encourage the Next Gens to ask questions, because curiosity is the currency of learning. When they ask questions, the wealth advisors can share resources. I also encourage the Elders to bite their tongues- which is difficult. They often want to share their values and knowledge. But our kids learn to swim from other adults, not from their parents. Our kids learn to golf from professionals, not from their parents. In the same way, when Next Gen leaders ask questions and learn, the Elders smile with delight. They are practicing financial literacy and seeing that “light in their eyes” when their children and grandchildren actually learn.

  1. We want to believe that advisors can recommend effective solutions because we want to trust “experts.” We go to physicians when we require healthcare, and they diagnose and treat us. We go to lawyers when we require asset transaction or protection. For many years, when I asked Google “Can you provide some business consulting?” it replied “Not at this time.” Now over 40% of my clients use ChatGBT for business consulting. Immediately. I have copied responses from one platform, like Claude, to ask other platforms, like Inflection, to provide more details. And recent studies confirm that some AI platforms demonstrate more empathy than “professionals.”

Let’s assume that advisors using AI will be more effective than those not using AI. And they will become even more effective next month. And every month thereafter. The best advisors are already using AI to provide more recommendations than ever for their clients. In seconds. Converging technologies, such as healthcare and AI consulting, will increase in power and provide even more value. Accurately. Imagine an empathic robot that suggests how Elders can bite their tongues. Imagine a hologram of the founders that can explain the values and challenges faced 50 years ago. Imagine a family meeting with 5 generations of healthy, opinionated owners instead of 3 generations.

Now imagine that one “family business consultant” can serve your legacy needs. How silly.

The example of the $100,000 annual retainer from that winking “family business consultant” who says, “you never know when you may need me” could be a waste of money.

My experience is that the presumption that family business leaders are inherently unstable, dysfunctional, heading toward chaos is downright silly. It may be lucrative for those using retainers. But it ignores the reality that family business leaders can flourish.

Yes, I’ll address HOW to flourish in a series of future posts. Please share this post with anyone who might appreciate it.

And add your thoughts or comments on this post about the Family Business Chaos myth? This could become a discussion.

Schedule a 1:1 with me today.

Business Conflict Myths

… and Succession Facts

You know the myth: Business succession is difficult and full of conflicts.

The myth is that outrageous Hollywood movies like Succession, The Godfather, Dallas or Dynasty are the norm.  The myth is that tax advisors are never able to minimize taxation, that estate attorneys are well intentioned but haphazard, that more wealth leads to more conflict.

The fact is that most wealth transitions occur quietly when there is shared understanding of decision making.  That’s called governance.

Good governance is the reality for ALL of my clients- or they wouldn’t hire me.

Good governance can be taught and developed.

Let’s start with two definitions. Then I’ll share 4 steps that really work.

There are two types of conflict:  Interpersonal conflict is usually bad, and Task conflict is usually good.  

Interpersonal conflict is based on emotions and should be managed carefully, even if you dislike that cousin who just said something outrageous.  But how do we self-manage? We are emotional animals driven by fears. Threats are everywhere. !Right?! Behavioral psychology research confirms that we think faster or slower depending on the stimulus and the situation. When I’m inclined to speak impulsively, I often massage the back of my head. Why? Because I want to slow down, think, and respond with care. We can all practice self-management. The oldest part of our brain is in the back of our skull. The prefrontal cortex, our executive center, is in the front of our brains. So, on good days, we practice self-managing to avoid interpersonal conflicts. (Or not…)

Task conflict is based on different understandings of information or roles.  When one cousin wants to invest in a new digital marketing program, and another cousin wants to invest in a new building, they will have task conflict. Task conflict is usually good because it may lead to innovations. I define innovation as “new ideas applied.” One reason for agendas and information packets before board meetings or family meetings, is to share information so that the participants can make smarter, more informed decisions. There can still be emotional moments- full of drama- but the focus of the meeting is on decision-making to address the task conflicts.

One reason for a facilitator with expertise in behavioral psychology (like me) is to minimize the interpersonal conflict and maximize the task conflicts.

As a species we all want to create order out of chaos. That’s why we construct processes, and (occasionally) organize our closets. That’s why we ask experts for advice. When we require a healthcare assessment we expect nurses to collect data, so that physicians using AI can diagnose and treat our evolving needs. Right? When we require a transfer of assets we expect attorneys and wealth advisors to assess needs in a deep discovery process, then recommend next steps. Right?

I organize teams of advisors to serve families because I know what works. Holistic advising is here to stay. And my clients deserve a team of experts. They also deserve a cleanly defined process. Something useful.

Here are the 4 steps in my Family Capital Discovery Process (based on my research and decades of consulting).  Think of these as 4 phases in any engagement together. Notice the verbs in bold font. Perhaps you can adopt these?

a.        Assess the current and future Family Enterprise ecosystem. I call these states the Now and the Next. Each ecosystem has unique history, values, legacy, stages, visions, and risks. A Family Business may generate assets, like a golden egg or a core business. And there may be multiple businesses over time, called a Family Enterprise. Think of Cargill or Walmart. Or think of the nearby franchise owner or car dealership in your city. Perhaps you know that over 60% of our GDP and job growth is driven by Family-Owned Businesses. How do you assess those unique strengths and weaknesses? Lately I’ve been using AI tools to accelerate that assessment process.

b.        Develop a Family Manifesto that describes the Family Purpose and reasons for working with multiple advisors. Most families have a verbal understanding of what the founder, Elder or owners want. When that verbal understanding is written and shared, teams can evolve. For example, in a recent series of meetings, I conducted interviews with the Elders, took detailed notes, and shared their asset map with the Next Gens. They had never seen one list of their capital and financial assets- and there were plenty of rumors! Finally, they were able to draft a manifesto that accelerated succession planning. After decades of avoidance and mystery, they were finally able to make crucial investment decisions. Four branches – over 50 people- were relieved. When verbal or unstated assumptions become written and shared, family businesses can evolve. That’s called organizational maturity. And that process is not too difficult. Perhaps you know a family that can benefit from a Family Manifesto? Perhaps you can accelerate that process?

c.        Define the four Family Focus Pillars. These are 4 critical questions used by families with over $50M in investable assets, who may have a Family Office to organize their legacy. (With credit to my friend Peter Vogel and his team at IMD). My experience is that these 4 questions can be useful for any family, with any amount of wealth. Perhaps you can answer them this weekend when you sit down for your next family dinner. Who we are? What do we own? How do we function? What is our impact on society and the environments and legacy? Yes, I’ve had these discussions with our nuclear family. Yes, you can do so also!

d.        Organize more effective work guidelines with a team of advisors. We all need a little structure at times. We can’t play football without yard lines and goal posts. We can’t have a swim meet without lanes and a timing system. I recommend the least amount of structure in the moment. Families need to evolve. The reason I wrote the Success Playbook for Next Gen Family Business Leaders (2024) is because clients asked me to do so. It’s a playbook of books, structures, and great resources. Perhaps you know someone who needs a little structure or a loving nudge?

Bottom line: Now you know what works. Please share this post with those who would appreciate knowing what works.

  1. One fact is that succession usually happens quietly, without conflicts.
  2. Another fact is that good governance can be taught and developed.
  3. Another fact is that we can each minimize interpersonal conflicts and maximize task conflicts.

Any thoughts or comments?

Schedule your 1:1 session now here.

​​The Future of Family Offices: Why Multidisciplinary Teams Are Essential

​​The Future of Family Offices: Why Multidisciplinary Teams Are Essential

The goal of every family office is the same- to serve the financial and capital needs of current and future generations.  However, the process is changing

We will always require attorneys and wealth advisors to “stay in their swim lanes” and practice compliance.  That will never change.  Those silos are necessary, but NOT sufficient.  Today, cross functional teams of interdisciplinary advisors are collaborating and providing external expertise.

Recently I was asked to create video recordings for a multi-family office (MFO) with over $1B in assets under management.  They wanted me to share succession planning advice with their 80+ clients.  Last week I talked with my new friend, Charmaine Tang, CEO of Orca Americas, about the need for people and technology to model innovation for family offices.  Also last week I invited Brannon Fisher, a MFO partner, to share advice with our Next Gen Peer Group leaders when we met in Denver.  Minutes ago I spoke with Bradley Franc, CEO of Succession Strategies, who said, “We don’t do what you do.  We should partner.” 

Notice the pattern?

We all have such meetings, because we all serve the current and future needs of our clients.  

I can only imagine that such collaboration will accelerate.  There is a growing trend toward building multidisciplinary teams within large family offices. Those internal teams may include specialists from various fields together to collaborate and provide comprehensive advice.  Naturally, each advisor brings unique legal, financial, or relational expertise.  Every smaller Family Office needs to do the same.  They need to develop external teams of expert advisors.  The power of multidisciplinary collaboration lies in our ability to address the full complexity of family dynamics and wealth management.

Wealth advisors, thankfully, are focused on maximizing assets for long-term gain.  Attorneys and insurance advisors focus on protecting assets and minimizing risk, thankfully!  Both roles are critical and are NOT sufficient for Next Gen leaders who expect more transparency, digital access, and opportunities to learn. 

Family Offices, like any social organization, need to evolve.  Every aspect of the family’s wealth or legacy deserves expert advice.  

Navigating Intergenerational Conversations

Consider a typical family office meeting: the Elder Generation is planning for retirement and succession, while the Next Generation is learning about investments and long-term financial planning. In the middle, a team of advisors—legal, economic, and often behavioral psychologists (like me) —helps facilitate the conversation.

These discussions may be delicate. The Elder Generation needs to learn to bite their tongues.  They need to encourage the Next Generation to ask questions about access to funds, investment strategies, and their personal goals.

For younger family members, these meetings present an opportunity to learn about critical topics like compounding interest, wealth distribution, and long-term planning.  I’ve been facilitating a series of family meetings with three Elders, five Next Gens, and three wealth advisors from Northern Trust.  By the end of the last session, the Elders were beaming with satisfaction.  A multidisciplinary team ensures that these meetings are not just about financial details but about fostering open, constructive dialogue across generations. Advisors from different fields can help ensure that the right questions are being asked and that all voices are heard.

The Expanding Role of the Family Office

Family offices have historically focused on wealth management—handling investment portfolios, estate planning, and tax strategies. But the role of the family office is evolving faster than ever. Many family offices are expanding toward a more comprehensive model that addresses both financial and Family Capital.

The Family Capital Model includes five key areas:

  1. Health and well-being
  2. Family governance and decision-making
  3. Succession planning and education for the next generation
  4. Family dynamics and interpersonal relationships
  5. Risk management, both financial and relational

This expansion reflects a broader understanding that to preserve a family’s legacy, the focus must be on the whole family, not just its financial assets. How do Family Office leaders support that broad need?  With timing and expertise.

The Importance of Multidisciplinary Collaboration

Timing matters.  Bringing in the right expertise at the right time is critical for any family office. A well-rounded team of advisors can ensure that a family’s needs—whether related to wealth, legal matters, or family dynamics—are met efficiently and effectively. When a Family Office relies solely on financial experts, it risks overlooking other vital family legacy elements. A multidisciplinary team mitigates this risk by ensuring that all aspects of the family’s life and legacy are considered in decision-making processes.  Quarterly meetings work well.  An annual cadence of ownership meetings is a minimal requirement.

Expertise matters.  Advisors from different disciplines often approach problems from unique perspectives.  After years of formal schooling, credentialing, and serving similar clients, those perspectives are reinforced and they bias every advisor.  Thankfully! Think of any trigger event, like the sale of an asset or death of an Elder.   Financial advisors are adept at identifying the right moments—like liquidity or birthdays or significant life milestones—to reassess strategies.  Legal and insurance advisors ensure that these strategies are sound from an asset protection or risk management perspective.  Family psychologists or governance consultants may facilitate conversations around succession planning, interpersonal relationships, and decision-making structures.  Nothing is more crucial.

Today, more than ever,  families face complex challenges beyond financial management.  We all require a team that can holistically serve our needs for expertise in health, wealth, and relationships. 

Embracing the Complexity

Let’s assume that Family Offices will play an increasingly important role in managing wealth and the complex needs of families. The sheer scale of assets expected to be transferred between generations in the next decade—estimated to be over $80 trillion USD – makes succession planning and Next Generation leadership development essential priorities for Family Offices.  That’s why our team partners with Family Offices.  People need our 360 assessment process to confirm who has leadership capacity and what behaviors to develop.  People need our Peer Groups to improve communication, reduce conflict, and reduce anxiety about succession.

Let’s also assume that technology will also play a more significant role. Advanced tools, from AI-driven assessments to virtual platforms for family collaboration, are already being used to enhance family governance and communication. Can you imagine a hologram with your 100-year old Elder or Founder in a discussion?   Can you imagine 5 generations of family in a meeting, rather than 2-3 generations, as a result of enhanced lifespans?  Those technologies will never replace the need for human expertise.  Curiosity and humility can never be replaced by AI, and those are two competencies worth developing in most family systems.  

Preparing for the Future

To navigate this evolving landscape, Family Office leaders must ensure that their teams can handle both financial and family capital needs. Multidisciplinary teams are not just a trend—they are becoming necessary for Family Offices looking to sustain their success across generations.  External advisors provide scaled solutions and reduce costs.

For advisors who serve Family Offices, now is the time to evaluate whether your advisory team is comprehensive enough to address the full range of family needs. Are you prepared to guide your clients through complex psychological and social transitions? 

If not, consider expanding your advisory network to include experts who can help you address the evolving challenges facing family offices today.  We can help.  

Schedule your 1:1 session here.