On the leadership and identity side of family business succession, founder-to-CEO transitions, and the self-leadership underneath all of it. Written by Dr. Benjamin Ritter, EdD, ICF PCC. Work with Dr. Ritter directly
Family business coaching can help you become a stronger leader, but some changes require your parent’s cooperation. Learn what you can accomplish on your own, when to involve your parent or predecessor, and how to move forward when the handoff remains stalled.
Read MoreYour manager does not have to join your executive coaching, but their involvement can help you grow within the company. Learn four ways to include them, how to protect confidentiality, and how to ask for feedback, funding, and support for your next step.
Read MoreExecutive presence is the perception that you can be trusted to lead. Build it through four observable behaviors: vision, credibility, reliability, and presence.
Read MoreThe title changed, but the company still answers to the previous leader. Seven signs a family business succession is stalled and how to restart the handoff.
Read MoreYou know which conversation you need to have. You have delayed it, worked around it, and started carrying more of the problem yourself. Here is how to address difficult conversations with your boss, your peers, and the people you lead before avoidance makes them harder.
Read MoreYou kept the company running, and the new investors handed you the seat. Why the promotion after a private equity deal demands a new identity, not longer hours.
Read MoreThe hire only works if you know which work you're handing off. Operator work can be hired out. Owner work can't.
Read MoreYou have the CEO title in your family's business and still feel like a stand-in. It was never a confidence problem. It's an authority problem, and there's a practice that changes it.
Read MoreFour professions wear the same title, and only one does the work a family in transition needs. The real ranges, and what actually moves the number.
Read MoreA family in transition hires several kinds of help. What a coach, a consultant, a wealth advisor, a family office, and an attorney each actually own, and who to call first.
Read MoreThe people who taught you the business now report to you. How to lead them without staying the kid.
Read MoreFor the one stepping down. The seven things that actually change hands, and what to do about each.
Read MoreThe three-generation curse everyone repeats isn't real. The fear of it is what actually threatens the business.
Read MoreWhether it's worth it depends on what you actually want from it. An honest look, from the coach's side of the room.
Read MoreYou hit the goal and the relief lasts a day. Why the finish line keeps moving, and what to do with what's underneath.
Read MoreThe business runs through you, and that feels like control. Why it caps the company, and how to get out.
Read MoreThe CEO seat is the first job where you cannot out-work the problem. Everywhere else, effort was the lever you pulled. You studied and you passed. You trained and you got stronger. You out-worked everyone and built the company. Now the outcome runs through other people and forces you do not control. You can give it everything and still not know whether your calls were right until long after you have made them.
Read MoreThere is a conversation that almost every next-generation CEO knows they need to have, and most of them put it off for years.
Read MoreWaiting until you have it figured out is how you stall. Why clarity comes after you move, not before.
Read MoreYou built it as an operator. Leading it is a different job. How to make the shift without holding the company back.
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