It’s natural for family businesses to walk into a senior executive search focused on the role. They look at the scope, the compensation, and the candidate slate, but are typically critically underprepared for what the hire will bring to light within the family itself. This month's conversation focuses on that gap.

Most family business values fail because they aren't actionable. Learn why ranking your values creates a decision-making tool for leadership transitions.

A family business doesn't become sellable, transferable, or survivable the day an owner decides to leave. It becomes sellable, transferable, or survivable years earlier, when the owner is no longer the reason the business works. That's the argument at the center of a conversation between Bill Stranberg, Managing Partner of Stranberg, and Justin Albertson of JG Executive Advisory: most owners think about exit planning too late and too narrowly because they've defined "exit" as