Managing the Trickiest Part of Family Business

irectors on the board of family businesses face some unique challenges. Family owners often don’t share the same agenda, and interpersonal dynamics are much more complicated, which can make discussions of CEO succession, compensation, and underperforming executives messy and emotionally fraught. Though tackling these issues may be uncomfortable, family boards cannot afford to treat them like taboos. In this article, the authors draw from interviews with directors of family businesses to offer advice on navigating these sticky subjects with grace and sensitivity.