Guides
Guides
Our downloadable guides – Recruiting a Non-Family Leader, Planning for Succession, and Rethinking the Board are designed to support family businesses facing key moments. Each guide draws on TWYD’s deep experience of working with family enterprises, offering practical insights, real-world examples, and clear frameworks to help leaders strengthen governance, plan for the future, and adapt successfully to change.
Recruiting a Non-Family Leader
Appointing a non-family leader, whether a CEO, MD or senior executive, is one of the most significant decisions a family business can make. It does more than change who leads. It reshapes how decisions are taken, how relationships work, and how the family sees its future. Sometimes the decision is driven by growth, sometimes succession, and sometimes by the simple need for change. Whatever the reason, the implications go far deeper than the hire itself.
At TWYD, we often meet families after the first appointment has failed. Not because the person lacked skill, but because key questions were never addressed.
Our guide sets out seven that every family should answer first.
Planning for Succession
Succession is the hardest decision most families face. Not because of the business, but because of the people.
It is about timing and identity. For the founder who built the business. For the next generation who want to prove themselves. For everyone else watching closely.
Handled well, succession creates clarity, continuity and momentum. Handled badly, or left too vague, it can stall decision-making, strain relationships and divide the family.
Our guide sets out seven questions to help you shape the conversation and prepare the ground. It is not a checklist. It is a chance to stop, reflect and get clear on what comes next.
Rethinking the Board?
In many family businesses, the board is underused, misunderstood, or missing altogether. Sometimes it turns into a senior management meeting. Sometimes it is where family matters are raised. Sometimes it exists on paper but plays little role in guiding the future. But a good board can do much more. It can balance family and business priorities. It can challenge gently but firmly. It can bring perspective, experience and direction.
Our guide sets out seven questions to help you reflect on the board you have, or the board you might need. It is not about ticking boxes. It is about making sure the board is doing the job it is meant to do.
Talent
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