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

Part I begins by giving readers a general overview of family businesses and outlines common challenges families face when working together. Chapter 2 presents a central argument of the book—that the traits of a healthy, happy family are fundamentally at odds with those of an effective, successful business. It explains why families and businesses require different behaviors and illustrates the issues that arise when family values are imposed on business operations. This section also introduces the concept of “family baggage” and the book’s main theme: any dysfunctional family patterns will be recreated in the business, often with disastrous results. Chapter 3 explores why conflict in family businesses tends to be so intense and concludes with a questionnaire to help readers assess the health of their family business.

Part II presents seven syndromes—the “Seven Deadly Sins”—that emerge when family baggage disrupts the business. These unique syndromes are not discussed in any other book and represent a key contribution to the field of family business dynamics. Each chapter introduces one syndrome and its variations, with a summary table provided at the end of each chapter for quick reference.

Part III examines the emotional challenges family businesses face during succession. It offers practical solutions while reinforcing the book’s key themes—family systems, business systems, and family baggage. Unlike other succession guides that focus solely on tax and financial planning, this section addresses the psychological and relational aspects of leadership transition.

Part IV addresses problems that arise specifically because the business is family-owned. It begins with challenges created by non-family members (e.g., long-tenured managers and employees), and continues with problems caused by intrusive family members and other baggage-related issues. The final chapter explores unique challenges faced by family businesses owned and operated by recent immigrants.

The final part offers practical strategies to strengthen family businesses. Chapter 19 identifies a key obstacle families face when seeking help and proposes a new approach. Chapter 20 introduces a new framework for evaluating people’s skills, while Chapter 21 offers guidance on developing those skills. Chapter 22 advises on selecting effective consultants, and Chapter 23 highlights additional resources available to family businesses. Chapter 24 discusses important legal documents, and the final chapter provides a concise summary of the book’s key lessons.