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Table of Contents for "Keep the Family Baggage Out of the Family Business:  Avoiding the Seven Deadly Sins That Destroy Family Businesses"

PART I

What's Causing This Mess?

The Family System, the Business System, and the Accompanying Baggage

Chapter 1: Why You Need to Read This Book

Chapter 2: Systems and Baggage

Chapter 3: When Worlds Collide: The Family System Meets the Business System

PART II

We Have Seen the Enemy, and He Is Us:

The Seven Deadly Sins That Destroy Family Businesses

Chapter 4: "It's the Same Old Song"

Chapter 5: "We're One Big, Happy Family"

Chapter 6: "They May Have Become Adults, but They'll Always Be My Children"

Chapter 7: "You're Not Loyal to This Family If You Insist on Being Selfish"

Chapter 8: Father Knows Best?

Chapter 9: "Maybe It Will Go Away If We Ignore It"

Chapter 10: "Tell Me About Your Childhood"

PART III

Succession: A Battleground unto Itself

Chapter 11: Certain Problems Are Inherent to Succession

Chapter 12: The Baggage Returns in Time for Succession

Chapter 13: Evolutionary Versus Revolutionary Succession

Chapter 14: Successful Succession

PART IV

It Comes with the Territory: Other Problems Inherent in Family Businesses

Chapter 15: They've Stayed Too Long at the Fair: Long-Tenured Managers and Employees

Chapter 16: Interlopers, Consorts, and Other Undesirable Meddlers

Chapter 17: Baggage du Jour

Chapter 18: The American Dream Versus the Family Nightmare

PART V

All Is Not Lost: Recommendations and Solutions

This book concludes with a series of chapters that help strengthen family businesses, giving readers practical recommendations that can be implemented. Chapter 19 highlights the most critical drawback that family businesses encounter when they try to obtain help, and provides a new approach that avoids this drawback. Chapter 20 presents a new framework for evaluating peoples' skills, followed by a chapter that provides guidance on how these peoples' skills can be developed. Chapter 22 tells family businesses how to select the best consultants to help them overcome their problems, followed by a chapter outlining other resources available to family businesses. Chapter 24 discusses a series of legal documents that are often needed by family businesses, and the final chapter encapsulates key pieces of advice into a format that summarizes the main themes of the book.

Chapter 19: Create a Council of Advisors

Chapter 20: Create a Strong Team to Run the Company

The success of a family business depends upon the strength of the people running it: both the family members and the non-family managers. This chapter begins by presenting a new model – the "Three-Dimensional Person" – that identifies and explains the types of skills that are needed by family members. The discussion then expands to outline the key characteristics needed by a company's management team. The chapter concludes with guidelines for motivating non-family managers and for protecting them from the family's baggage.

Chapter 21: Develop a Strong Team

Chapter 22: The Right Consultant Is Critical to Your Success

Chapter 23: Additional Sources of Expertise

Chapter 24: Put It in Writing

Chapter 25: Final Thoughts

 
 
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