Build the trust that makes candid feedback about family business governance possible.
Family Business Governance and Generational Transition
Turn family business governance from a stated policy into a practice your organisation can evidence.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in family business governance is earned separately. The hardest part of the wider organisational leadership agenda is rarely deciding — it is holding the decision when it becomes unpopular. The course gives participants a defensible structure for the organisational leadership capability and the judgement to adapt it. The content is relevant to those who own family business governance and to those who are held accountable for its results. Improvement in this area of organisational leadership stalls when it depends on one capable individual rather than a defined method. Exercises escalate in difficulty, ending with the ambiguous situations that make the organisational leadership discipline hard in practice. Comparative studies of family business governance across sectors find the same handful of failure points recurring. Participants gain a clear basis for measuring what the organisational leadership capability has actually achieved. Participants leave with a plan for the practice within organisational leadership sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Read the informal dynamics that determine whether family business governance actually moves.
Verify that improvements to family business governance have held six months after they were introduced.
Diagnose whether a problem in family business governance is one of design, resourcing or discipline.
Set standards on family business governance and apply them consistently regardless of who is involved.
Design a practical operating method for family business governance that fits the organisation's size and maturity.
Delegate responsibility for family business governance without losing sight of the outcome.
Who Should Attend
Those responsible for briefing external stakeholders on family business governance.
Board members and non-executives overseeing family business governance.
Executives leading multi-function programmes involving family business governance.
Public sector managers applying family business governance within institutional constraints.
Operations staff who encounter the consequences of family business governance directly.
Founders and owner-managers formalising family business governance as the organisation grows.
Course Modules
Family business governance: conflict, politics and informal power
2 sessions · 8 pointsSession 1What your team concludes from how you handle family business governance
- Agree the indicators that will show whether family business governance is improving.
- Confirm that those complying with family business governance understand why it exists.
- Rehearse the briefing on family business governance that would follow an incident.
- Establish the boundary of family business governance and record what sits outside it.
Session 2Delegating family business governance without abandoning it
- Build the internal briefing that explains family business governance to those affected.
- Identify single points of dependency in family business governance and reduce them.
- Prepare how you will respond when family business governance is challenged publicly.
- Plan the sequence in which improvements to family business governance will be introduced.
Family business governance: performance, standards and consistency
2 sessions · 8 pointsSession 1Building someone who can run family business governance without you
- Collect evidence on the present handling of family business governance before proposing changes.
- Agree the standard on family business governance and confirm it applies to everyone.
- Write down the reasoning behind your position on family business governance.
- Agree the smallest change to family business governance that would be visibly useful.
Session 2Recovering after a visible mistake on family business governance
- Test the procedure for family business governance against a realistic scenario.
- Give one piece of specific feedback on family business governance within the week.
- Decide what you will delegate on family business governance and what you will not, and say why.
- Check that family business governance still works when volumes rise unexpectedly.
Family business governance: delegation, trust and accountability
2 sessions · 8 pointsSession 1Where family business governance typically breaks, and why
- Test whether the team can explain family business governance in their own words.
- Recognise publicly one person whose work on family business governance went unnoticed.
- Identify the conversation about family business governance you have been postponing, and schedule it.
- Establish what evidence demonstrates family business governance is under control.
Session 2Moving family business governance from approval to execution
- Ask the team what they think is wrong with the plan for family business governance.
- Check that records of family business governance answer the questions likely to be asked.
- Confirm that the people affected by family business governance heard it from you first.
- Agree what will be standardised in family business governance and what will not.
Family business governance: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Moving family business governance through people who do not report to you
- Check whether incentives anywhere reward behaviour that undermines family business governance.
- Confirm that reporting on family business governance reaches the people who can act.
- Review a past decision on family business governance and state honestly what you would change.
- State the outcome expected from family business governance in a single sentence anyone can repeat.
Session 2Testing family business governance before relying on it
- Name the person accountable for each part of family business governance, not the committee.
- Decide the point at which you would escalate family business governance.
- Set out how exceptions to family business governance are requested and approved.
- Set the review point at which family business governance will be reconsidered.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.