Category: Articles

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Is it really a good idea to work with your spouse?


By Kathy J. Marshack, Ph.D., P.S.

Most of the time I am extolling the virtues of entrepreneurial couples, or at the very least, discussing how to successfully solve problems that come up for families in business. The lifestyle can be extremely rewarding when you work with the ones you love. As I have said often, “Who better to trust with your business than your spouse?” However, there is another side that should be looked at if you are considering the entrepreneurial couple life. That is, just what are you missing in your marriage and your work life by working with your spouse?

One of the major complaints I hear from practically all entrepreneurial couples is that they no longer have enough quality time together for romance and friendship. Oddly enough, working together for many couples turns out to be the only thing they do together. It is very easy to slip into work, work, work with your spouse at your side. You may not make a break for lunch to meet your spouse, because she’s sitting right next to you. You may not pick up the phone to call him at the office, when you can just toss a note on his desk. When you get home, you may have talked about work all the way home in the car and continue the discussion through dinner . . . if you even have dinner.

So one of the really great reasons not to work together is to keep your worlds separate so that you get to come home to each other every night. When you have to leave work each day in order to reconnect with your family, you will actually make more of an effort to do so. When your family members are working by your side in a family business, you may make the mistaken assumption that you don’t need to reconnect. But without that important psychological reconnecting, love starts to fade and fun with each other becomes a memory.

Another stressor for entrepreneurial couples is competition between them. This goes for other family members too. We have a strong need for recognition and approval from our spouses. We also have a strong need to feel like powerful, accomplished adults. Competing in the workplace with non-relatives can be like playing a game of tennis with a worthy opponent. Even if you lose to the competition, you can still feel OK about yourself because you did your best and your spouse can support you. But how do you feel about competing with your spouse? Who’s the boss? Who defers to whom? Can you gloat about an accomplishment when you just bested your spouse?

When couples work separately either as solo entrepreneurs or as executives in separate organizations, they have the opportunity to be as competitive and goal oriented as they wish, with all of the support at home they need. They can be leaders in their respective fields with no fear of hurting the pride of their spouses. A side benefit of separate work environments is that with competition removed, each partner may actually be in a better position to hear feedback from their love partner.

Separate work environments create other advantages as well. Many members of family enterprises complain that their world is small. In other words they don’t get out much, especially the women. When you work with family members, the only feedback you get is from family and this can be limiting. Working separately enables each partner to learn about the outside world more. They get feedback from colleagues other than family members and the feedback may be more honest. The research confirms that family firms grow more slowly than non-family owned firms for this reason alone . . . lack of creative feedback.

As important as it is to reconnect with your loved ones at least once a day, it is also important to have time to yourself. Seldom do I hear entrepreneurial couples complain that they have too much time with their spouses, but they do complain that they have no time to themselves. This is probably related to the overwork that results from running your own business. And it is probably related to the fact that they don’t have a spouse calling them to come home or arranging a special evening out. Working separately means that your worlds have better defined boundaries. This doesn’t mean that you will schedule much needed time at the gym, or call a friend for an outing, or steel some work time to play a round of golf, but defined boundaries do make us more organized. With organization comes a sense of importance about sticking to priorities. Taking care of your personal health and mental health should be a top priority for all of us.

There are many other benefits to working separately from your spouse, just as there are benefits to being an entrepreneurial couple. What is important in making life and career choices is to examine the whole picture. Choosing wisely means evaluating the downside with the upside. If you love your spouse and think you will be great business partners, you may be well suited to the entrepreneurial lifestyle. On the other hand, you might want to examine what you will be losing before you take the plunge. You may be brave enough to take some financial risk in order to achieve a career dream, but what level of risk are you willing to take with your marriage?


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E-consultation is ideal for members of a family business


By Kathy J. Marshack, Ph.D., P.S.

“How can I help my Dad? He is part of a family business that he inherited from his father. Now Dad and his brother run the business, except that my Dad does all of the work. Dad is stressed all of the time but doesn’t want to disrupt the family. I’d like to come to work for my Dad but I don’t want to be part of carrying my lazy uncle. What should I do?”

This was the first problem ever presented to me when I hosted an Internet Chat for members of family firms. We “chatted” for about an hour, via our computers and covered a lot of territory. Even though the young man who contacted me lived on the East Coast, he was able to get expert advice on the precise subject he needed help with because he was comfortable searching the World Wide Web. And by the tone of his messages, he was pleased by the end of our hour to have a plan of action to present to his father.

This new medium of e-consultation is ideal for all business owners, but especially family business members. A son can’t always call up his father’s accountant or attorney and talk over such problems. He is not likely to feel brave enough to confront his uncle or even his father on such a touchy subject. He could hire his own local consultant or psychologist, but isn’t likely to find a local expert on families in business. But from the comfort and privacy of his home, he can “surf the web” until he finds just what he needs. In this case it was a psychologist whose specialty is helping families in business solve those sticky problems that cross over from loving relationships into the business marketplace.

E-consultation is ideal in many other ways as well. It’s tailor made for travelers and those of us who work odd hours. You can get on line anywhere, anytime. The convenience means that you will probably take advantage of the service more often and get to the bottom of the problem faster. In fact, a study at Johns Hopkins University found that people open up more quickly using a computer than they do face-to-face with a psychologist. E-consultation may attract those who are too embarrassed to bring a problem up fact-to-face or it may just be that they can ask the questions when they come up, rather than having to wait for an appointment.

As a psychologist for many years I have encouraged my clients to educate themselves about life’s problems by reading books and articles. Now in addition to some excellent books, I recommend highly regarded websites. Ignorance about life slows you down. Educating yourself helps to reduce your fears and defensiveness. With knowledge you are in a much better position to problem solve. With knowledge comes confidence and with confidence comes creativity and with creativity, options and solutions start to materialize. It seems to me that the World Wide Web provides us with a wealth of information in a convenient form that can shorten your problem solving time.

Of course there are downsides to this form of consultation too. How do you know who you can trust? Is your e-mail or chat confidential? In addition to a wealth of helpful advice, there is a wealth of garbage and damaging material on the Internet. The surfer does have to beware. You can’t assume because someone has a website that they are honorable, legal, credentialed, caring or experienced. However, if you use the same common sense you use in business to size up any person or situation, I think you can sort the wheat from the chaff.

For example, on both of my websites, I not only provide a lot of information on the common issues that families in business face, but I include all of my credentials, extensive information on confidentiality, and several ways to contact me for more information to check on my background. If you are not going to meet the person face-to-face or you do not have a personal referral from someone you trust, take the time to read what the consultant has posted on their website about their qualifications.

If you are still shy about accessing the World Wide Web for information take the plunge. As a business owner you need the Internet to stay alive and ahead of the competition. You already know that. Now consider using the services of websites to keep yourself up to date on more personal issues such as those vexing problems of keeping a healthy balance between your work and your home life.

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Good communication and trust strengthen family and business


By Kathy J. Marshack, Ph.D., P.S.

Many business owners are puzzled when their attorney or CPA suggests that they should meet with me before proceeding with signing a contract or structuring a reorganization or resolving a partnership disagreement. What’s a psychologist have to do with business anyway? ” I don’t need a shrink,” they say.

Yes, I get plenty of puzzled looks when I explain that I am a Psychologist and a Family/Business Consultant. But this makes a lot of sense when you take a look at a few basic facts. For example, half of American businesses are family owned and operated (and even more in the Northwest). Secondly, many of these businesses are run and staffed by family members who are not necessarily formally trained or educated for their specific job. They work for the business because they are trusted family members dedicated to the success of the family enterprise. Third, many of these businesses have been around two or three or four generations, which means that the children are growing up identifying themselves with the family business. What this means for many family firms is that the business is as much a part of the family and each family member as the family and each family member is a part of the business.

Recognizing that family/businesses are really families with a business identity, as a psychologist I am able to get beneath the surface of some business problems to identify the emotional snags that are hanging up a business decision. There is nothing more frustrating nor expensive than taking weeks and months to develop a new business strategy, only to have it sit there going nowhere because there is a family dispute. When Mom and Dad don’t agree, or when Granpa doesn’t approve of his successor, or when Daughter-in-law is at odds with Mother-in-law, or Son has a drug addiction problem, do you really think these things have no affect on the business? Yes many businesses continue to thrive for a while with serious problems like an alcoholic CEO, but what is the legacy for the next generation?

I believe it is very important to families in business to have the benefit of a psychologist’s expertise when developing goals and resolving problems in their family enterprise. For example, I recently learned of an interesting study conducted in Oregon with troubled teens. The program results provide a valuable lesson for families in business too.

The program determined what mode of intervention works best in turning teens away from early school dropout and delinquency. The researchers compared several treatment groups. One group of teens attended a teen support group facilitated by a counselor. Another group of teens attended a teen support group, and also attended family therapy with their parents. Another group attended only family therapy. And a fourth group of teens only benefited by their parents attending a parent training class.

Over a five-year period, which group do you think made the most progress toward reducing delinquency and high school dropout among troubled teens? Interestingly the groups that were most successful were the parent training only and the family therapy group without a teen support group. When teens are allowed to socialize with other troubled teens, they just teach each other bad lessons. But when parents learn how to successfully parent and when teens work with their parents to resolve their problems, the whole family benefits.

There are two lessons here for families in business. First, whenever you are planning a new goal or you are stuck accomplishing a goal, the whole family needs to be involved in the solution. Secondly, the solution to any problem in any family, whether it be a business family or not, depends upon the parents or leadership. When the parents or leadership are strong and well educated about what works in a healthy family system, problems get addressed and solved sooner.

The teens in the above study were not elevated to the position of leadership in their families because they were part of solution discussions. But they were included in the discussions and learned problem-solving skills with their parents. A similar system works beautifully in successful family firms. Such firms have regular family business retreats where discussions ensue among stockholders and stakeholders alike. Open communication is an important key. But even more important is that open communication makes all family members feel like important contributors to the welfare of the family enterprise.

Many family firms want to have open communication. They want to resolve longstanding family/business disputes. They don’t like walking on eggshells around certain family members or avoiding sensitive subjects. So why don’t they get on with it? Why do their attorneys, CPAs and other business advisors have files filled with incomplete projects? Because in spite of good intentions, many of these family firms do not have the skills to address and resolve these problems. They need support and guidance by a psychologist who is trained in resolving problems within a family business system. They need education to learn these skills.

Not everyone is a natural born communicator. Not everyone knows how to “diagnose” family system problems. Not everyone has the courage to confront their family or a family member when love and dollars are at stake. It is no shame to be uneducated about these things. However it is a shame to let your embarrassment over your lack of education get in the way of seeking professional help. Remember a family business is first and foremost a family. Just as in the study of the troubled teens, if you strengthen the family, the individuals and the business will thrive.

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Keeping personal values challenges heart, soul of wealthy families


By Kathy J. Marshack, Ph.D., P.S.

It was starting to dawn on Dyan that a divorce from Cooper was not enough to protect her children and to teach them the important values of life. Six months earlier she had come into therapy to help her make a decision about her marriage. Her feelings for Cooper had died a long time ago, but she felt guilty breaking up her family, especially because she worried about the grief it would cause her two children, Mara, age thirteen, and Philip, age five. Cooper was not a bad person really, but he and Dyan did not share the same values about life, parenting and money.

Cooper’s entire focus was the thrill of making money, something that he had a knack for. Before age thirty, Cooper had amassed several million. When he and Dyan married, he was already wealthy enough to ask her for a prenuptial agreement. Both had come from humble beginnings, growing up together in a small town. While Dyan focused on getting an education and developing a professional career, Cooper dropped out of college and sought his fortune in the high tech industry. When Cooper asked for the prenuptial agreement, Dyan didn’t mind. She was in love and believed that money would not make or break the relationship. Later her naiveté came back to haunt her, not because she stood to lose a lot of money with a divorce, but because she underestimated the power of money to affect the well being of herself and her children. Though the couple was wise about investments, as their wealth grew, their relationship deteriorated and family life suffered.

There are dozens of resources for wealthy people to guide them in managing their investments. There are conferences and seminars offered by banks and investment firms. There are books and journals full of advice on how best to preserve your wealth. There are lobbyists for interest groups working to change tax laws and create tax shelters. But very little attention is paid to educating the wealthy on how to integrate health and wealth. Ignored are those soft issues, such as keeping an open heart, connecting with a higher spiritual purpose, maintaining loving friendships, and guiding impressionable children in the development of strong self esteem. It’s not that people think these things are unimportant. In fact, most of us believe that God, loving relationships and healthy children are our primary work. However, because these are soft issues, hard to pin down and work on, they are often set aside for later . . . after the phone calls, after the business meeting, after an Internet search, after we pick up the dry-cleaning. However, the meaning of life needs to be attended to first, not later. Money cannot replace the success of having lived a meaningful life.

The challenges that face wealthy families are many. Planning for succession of the business is one. There is much being discussed these days on how to prepare a junior member of the family for succession to leadership. However, it seems to me that this is putting the cart before the horse. To prepare children for leadership in the family business or in the community requires quality parenting from the start. Your child is not a miniature adult. He or she does not have the cognitive development, or the life experiences yet to handle the complexities that comprise the world of most wealthy adults. If you want your child to grow up to be successful in life, whether it be as your successor in the business or in his or her own venture, then your focus from day one should be on building his or her self-esteem.

In order to build self esteem in your children, you must consider parenting a full time job for both parents. This is true with all children, not just the wealthy, but wealthy children require even more attention. Wealth makes your children different and more vulnerable than the average child. You have all of the normal responsibilities of parenthood; that is to instill your most cherished beliefs and values in your children. You must teach them the skills of independence, right from wrong, how to be a good person, how to choose friends wisely, how to dream, develop their talents and work to accomplish those dreams. But in addition to all of this, wealthy children must be taught how to handle the considerable responsibilities that wealth brings into their lives. These children will have fewer peers than the average child. They have more resources and more opportunities than the average child. They are expected by others to know more and accomplish more, however unfair this may seem. These differences are not only statistical; they make the child feel different. And feeling different is a hardship for most children. If a child is unprepared for these differences or responsibilities their self-esteem can be severely shaken and they can sink into depression or at the very least be an underachiever. Many children of wealthy parents fail to graduate from college. There is an alarming rate of teenage suicide among this population. As incredible as it may seem this is a seriously at-risk population.

I believe preparing your children for handling the responsibilities of wealth in a healthy manner is one of your primary tasks in your wealth preservation plan. Carrying out this responsibility is really quite simple. Your children should be part of the wealth management plan from the start. Too many wealthy parents don’t consider the need to introduce young children to this process. But think about it this way. It is important for your child to learn to brush his teeth and make his bed, because it teaches responsibility and important life skills. He must do his own schoolwork too. Even if you have a nanny, housekeeper and gardener, your child probably likes to help around the house and this teaches him or her more useful adult life skills. But even more importantly than skill building, helping the adults makes the child feel as if he is an important contributor to the family. Many wealthy children do not feel important because everything is provided to them without their input or effort. So, give your child a chance to participate in the wealth management of your family estate. Perhaps they can contribute their own earnings to buying their own clothes or they can set up a savings account for college. If they are older they can use their savings to invest in stock or mutual funds. I know of one young man who paid his college tuition from earnings on his stamp and coin business. There is nothing so satisfying as creating your own way in the world.

There certainly are many other psychological challenges facing families in business, but parenting is probably the toughest. Keeping marital intimacy and communication alive and healthy is another. Attending to one’s physical health is still another challenge that I find many wealthy families are poor at. And as I said earlier, one’s spiritual commitment is sorely compromised by the many demands of a family enterprise and the expectations of one’s community. But is it really so hard to keep these priorities in focus? All you have to do is remind yourself each day what you want to be remembered for when you die. If you are willing to take 10-20 minutes each day for a meditation or prayer to center and focus yourself on your most dearly held values and priorities, you will be guided by your open heart and higher spiritual purpose throughout the day.

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Your ideal employee may be seeking ideal employer – like you


By Kathy J. Marshack, Ph.D., P.S.

“Employees are the worst part of having a business. If I could run a business without employees, I’d have no problems!”

This is a quote, more or less from my Uncle Phil. Uncle Phil was an electrician, who eventually started his own electrical contracting business. He grew that business for many years, becoming wealthy and successful. Eventually he was able to retire to Palm Springs and turned over the well-established business to his two sons. I am not sure, however, that his hiring practices are what fueled his success.

Uncle Phil was one of my favorite relatives when I was a little girl. He made big fluffy pancakes for breakfast, bought real firecrackers on the Fourth of July and took his family on adventures, like to wilderness lakes to hike and canoe. He also had many stories to tell of his early life, when he left North Dakota as a teenager to find his fortune in Oregon, during the Great Depression.

Naturally when the grownups talked I liked to overhear the conversation to learn of some of Uncle Phil’s adventures. I often heard a lot about Uncle Phil’s business when I visited, but I didn’t always understand what the adults were talking about. For example, a common theme for my feisty uncle was complaining about his employees. Even as a kid I thought he had a negative attitude about employees. I certainly admired my uncle, but it was not his personality that was so engaging. It was his rugged individualism that appealed to me. I just figured that his disparaging remarks about employees meant that he was a bit of curmudgeon. . . until I hired employees.

Like my uncle I too struggled with the mystery of how to hire capable, responsible, hard working employees. For small business owners this can be a major obstacle when you don’t have the benefit of an HR department, with professionals trained in the science of hiring. Most small business owners rely on their instincts or those of their managers, but that leaves a lot of undiscovered employee problems. But after a few years of trial and error, you probably have come up with a system that works most of the time, or you are out of business.

To save time for those of you just getting started I thought I would share my formula. And I would love to hear from other employers about the methods they have discovered that really work.

First, ask yourself, have you ever had a terrific employee that you wish you could clone? If so, make a list of that employee’s qualities, from their actual work skills, to personality traits, to even seemingly superficial qualities like style of dress or music they like. Don’t leave anything out. This exercise is a kind of free association test for you. As you examine the qualities of this ideal employee, you will open your mind to the traits you are looking for in your next hire.

Out of this free association you will develop a list of the qualities you need to fit your particular setting. From this list, begin drafting questions that will elicit from prospective employees whether they have these qualities.

Second, always use screening tools to search out personality traits, emotional problems and psychological issues that do not surface during an interview. It is probably best to use the services of a psychologist who is expert in interpreting these tests, because you want more than a simple label. The Myers-Briggs Type Indicator is a popular test for employers, but often the results are used by untrained people much like astrological signs are discussed at a party.

Third, you must ask yourself if your workplace is attractive to the type of employee you want. Do you need to remodel to make the workplace more ergonomic? Is your management progressive? Are there other benefits and perks you can offer? Remember, a healthy, hardworking employee is looking for a good match in an employer too.

Fourth, it is important to realize that all employees have problems in their lives from time to time that will affect their work. If your goal is to screen out all “bad apples” you will not succeed. Rather, after doing a thorough screening, and hiring the very best person for the job, make sure you have a back up system to deal with problems as they emerge. For example, providing a child care allotment, or flexible scheduling, or some form of employee assistance plan, goes a long way in correcting stress in an employee’s life, so that they can solve life problems as quickly and effectively as possible.

One final word on finding the perfect employee. Remember that is you the employer who knows what he or she needs. Don’t expect prospective employees, or even current ones for that matter to know what you want. You must take the lead and define the job. If you are clear about this and have followed the advice above, it is likely that the ideal employee for you is looking for an ideal employer like you.

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‘Soft’ side of estate planning in the family business

By Kathy J. Marshack, Ph.D., P.S.

Most entrepreneurs are so caught up in the passion of their enterprise that they rarely plan ahead for the wealth that will accumulate. Although there is a desire to make money, only a select few entrepreneurs actually make money their goal. Rather wealth is a byproduct of having done well. Furthermore, most entrepreneurs did not grow up in wealthy families, so they don’t have role models for managing their money or planning for the continuity of the family business. As a result when it comes time to develop an estate plan, many entrepreneurs are at a loss for where to start, or to even know they should start.

It would seem that the logical place to start is with your attorney, CPA, investment advisor or banker. However, while all of these professionals should play a part in the development of your estate plan eventually, the first stop on the way to a successful estate plan is the psychologist’s office to deal with the soft side of the family business. Many an estate plan has been left undeveloped because the interpersonal relationships in the family were counter to the best interests of the business.

It is important to understand that the most important part of our lives are spent not as individuals but in relationships. And the relationships that we hold most dear are those of our family (whether or not we hold them fondly or with resentment). Within the context of a family business this fact is quite evident. Regardless of how successful, famous or old the family business, the family still comes first. Understandably the system that has been around the longest has priority.

Gerald Le Van, an attorney explains this concept from the perspective of the changes that have occurred in the business world in the latter half of the 20th century. The Industrial Revolution that lead to the technological revolution created the philosophy that the business world was like a clock, where successful enterprises were machines, conceived by engineers and monitored by accountants, where the goal was maximum industrial productivity at minimum cost, and workers were a collection of individuals or parts of the machine. Today, however, the business world is not envisioned like a clock, but like a rain forest.

According to Le Van, “Enterprises are no longer machines, but ecosystems whose fitness to survive is determined by their relationships to other organizational ecosystems in the rain forest world. Enterprises are no longer collections of individuals, but systems.”

Within the world of family business the rain forest model is very effective. Family firms are a system of family members, in-laws, shareholders and stakeholders. These systems interact with vendors, customers, employees, and the commercial community at large. It is a delicate balance to maintain a successful business and a successful family enterprise when the systems are integrated into a family firm. The stress on the system becomes even greater when it is time to develop a plan for the continuity of the business and the family, and a fair apportionment of the wealth. If the family does not have mature and healthy interpersonal relationships, the process of estate planning can be costly, painful and unsuccessful.

Consider for example a CEO who is about to retire. He has two daughters and his instruction to his attorney is to develop a plan that gives each daughter an equal share. One daughter has worked for years for her father, helping him to manage his investments. She has proven to be a leader and visionary, much like her father. The CEO wants her to succeed him in managing the business because he believes in her competence. The other daughter has never worked for her father but has benefited indirectly from the growth and wealth of the business. Although she has never been interested in the management of the business before, now that her father is retiring, she and her husband want to take a more active position in the company. The first daughter doesn’t mind continuing as the president of the company. In fact she believes she deserves the position. But she is not pleased about her sister’s new interest, nor her father’s decision to treat them equally. Where this family once got along just fine, a new problem is growing that they never had to face before. How would you are your advisors handle this “hot potato”?

Consider the entrepreneurial couple, who for decades have successfully founded and managed three enterprises. They have sent two children through college and now one of them works for the family business. The husband, now 58, would like to retire to the new vacation home they have recently built in a resort community. However, the wife is ten years younger and is not ready to retire. She is still excited by the challenge of managing their investments. Furthermore, she is grooming for the presidency, her son by a previous marriage. She would like to stay on long enough to see him well established in the leadership of the business. There are more than business challenges that this couple faces. Will the marriage withstand one working while the other retires? Will the husband trust that the new president will be trained well by his wife? How do other family members feel who are not related to the wife’s son?

Consider the attorney who must advise his client on an estate plan. The attorney and his client, a CEO of a national corporation, have always trusted each other and seldom had a conflict. The attorney has always known that his client is alcoholic, but the alcoholism never interfered in their dealings, even though it did cause great personal tragedy for the CEO (i.e., a divorce and estranged children). Now, however the attorney is in conflict over the advice he must give his client. The CEO wants to place in the presidency the only child who is not estranged from him. Unfortunately this child is alcoholic too and has never held a responsible position within the company. The CEO is ignoring other possible successors, such as loyal executives who are not family members. The attorney appears to be in a no-win situation. If the attorney says nothing, the CEO may proceed with a plan that will ruin the company. If the attorney confronts a non-recovering alcoholic with the foolishness of his plan, he may lose a valuable client. In either case there is no healthy solution.

To create an estate plan that truly integrates the success of the family and the firm, it is necessary to seek the help of a psychologist who understands the soft side of families and particularly those families who are in business together. Cleaning up root interpersonal problems can mean the difference between the development of a meaningful estate plan or the development of increased family conflict. For example, with the help of a psychologist, the father with two daughters learned that “fair” was more appropriate than “equal” when it came to dividing the wealth and the business with his daughters. The entrepreneurial couple learned that their marriage could survive the transition of the wife’s son to the presidency if they developed a clear buy-in for the son. Fortunately for the CEO of the national corporation, his son went into alcohol treatment after a serous auto accident. The CEO participated in family therapy at the treatment program, which forced him to look at his own untreated alcoholism. He eventually could see how he was letting his alcoholism make business decisions that were neither sound for the business, nor his family.

If you have worked hard to create an enterprise you can be proud of and if you want to create a legacy to pass onto your children and grandchildren, first evaluate the soft side of your family system for any unresolved issues that could spring up and bring the whole system down, during the process of estate planning. Also be prepared to deal with problems that never would have surfaced except for the need to discuss money matters with family. Then take these concerns and realizations to the psychologist, the professional uniquely trained to help with untangling family knots and reweaving a healthy family/business tapestry.

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