Who Will Drive the Bus? Guidance for Developing Leaders in the Family Enterprise eBook Gerard Donnellan
Download As PDF : Who Will Drive the Bus? Guidance for Developing Leaders in the Family Enterprise eBook Gerard Donnellan 
Who Will Drive the Bus? spotlights the leadership dimension for family businesses currently dealing with or about to deal with major leadership transitions. The development of the next generation of leaders should be an integral part of the strategic plan for the business.
Each chapter introduces a family and its business. These cases are fictitious but their challenges are rooted in the experiences of many family businesses. These families and their stories help introduce the themes which are developed in the remainder of each chapter.
It is not easy to develop the next generation to take over or at least play a significant leadership role in the family business. Whether a small business or a large one, the issues remain pretty much the same old, unresolved issues from long ago rear their heads and interfere with sound, thoughtful decision-making for developing clearheaded business strategies. Who Will Drive the Bus? is written to help these families navigate the murky and sometimes treacherous waters surrounding them.
Donnellan’s book recognizes that family businesses are the heart, soul, and economic engine of much of the globe. Even in the worst of times, they seem to find a way to survive—sometimes at great cost to family health and harmony. With guts, love, and a little luck, they will continue to be the source of tremendous innovation and creativity in the United States and global economies. They seem to find a way through the inevitable transitions. This book offers guidance to help enterprising families plan for and successfully move through these transitions.
This book is also written for families who want to figure out and wrestle with what the transition will mean for them – whether is it selling the business, closing shop or passing it on to the next generation or morphing into a new entity. These enterprising families face unique and sometimes daunting challenges as they move forward from one generation to the next and this book offers real-world guidance about how to achieve that goal.
Who Will Drive the Bus? Guidance for Developing Leaders in the Family Enterprise eBook Gerard Donnellan
Gerry Donnellan is a consulting psychologist and Brandeis University Adjunct Professor who specializes in working with family-dominated businesses.External Board members who of such businesses have a fiduciary and moral responsibility to raise the issue most family members would prefer not to discuss: who leads the company once the current generation leaves?
Gerry succeessfully uses humor to make this complex issue accessible to the reader. But the issue itself is serious: Family dominated companies employ 60% of the U.S. working population but create 78% of new jobs. And only 30% make it past the founder stage. 3% will be operating at the 4th generation stage.
One of Gerry's humorous lines is "denial is not just a River in Egypt." To one extent of another, we all use denial as a defense mechanism.
Family dominated business CEOs who are in denial about their own mortality or are in denial about the leadership capacity/lack of capacity of offspring create conditions to insure that the family business becomes another negative statistic.
It is the role of the external Board member to raise succession issues at least five years before the issues need to be raised.
Managing the competing tension between business continuity and family stability is not for the feint of heart. Gerry Donnellan shows CEOs and Board members how to do this with humor and humility.
###
Larry Stybel
Board Options, Inc.
lstybel@boardoptions.com
lstybel@boardoptions.com
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Who Will Drive the Bus? Guidance for Developing Leaders in the Family Enterprise eBook Gerard Donnellan Reviews
I recently read Dr. Donnellan's 'Who Will Drive The Bus' and would like to offer this review. Gerry has done a excellent job of creating a practical roadmap for any member of a family owned enterprise (or their advisors) to follow, especially with respect to developing next generation leadership in the family firm. What I thought was particularly helpful were the various case studies that demonstrate the challenges that families present as well as showing how the various models might be useful to a family. My favorite vignette was the Bluestone family, a sad but all too frequent outcome of mismanaged wealth and its impact on relationships. This is a great guide for anyone interested in navigating the difficult terrain of family business succession and leadership development.
Any family business member reader will find the content thought provoking, informative and entertaining. The goal of this book is to stimulate discussion and thought rather than provide a comprehensive set of worksheets and exercises. However there are many useful checklists included. One of the included gems is a brief 5 question survey used by the author. It is a rich resource for stimulating family discussions. Each chapter concludes with a brief checklist, providing a useful way to capture the preceding wisdom and move forward to implementation. The author describes his intended audience as "those family businesses currently dealing with or about to deal with major transitions in the leadership of these firms" and also "...families who want to stay in business together." A thoughtful reading of this book by family business members will undoubtedly encourage and stimulate discussion. Family members may identify with the portrayals of family members in the book, apply the "filters" of the models to understand their own family business, or apply the concise checklists. In any case, meaningful discussions are a likely result.
For the family business advisor this a useful resource to share with clients. Clients who read this book will gain much more value from their consultant. It might also provide a useful avenue for an advisor from the legal/accounting/wealth disciplines to introduce the idea of a coach/process consultant/business psychologist to a family. The added knowledge a family client will obtain from this book would enhance the work of any of their advisors.
You will smile and learn throughout the book. Gerry leaves you smiling at the end with his final bit of humorous wisdom
Some family trees have beautiful leaves, and some have just a bunch of nuts. Remember, it is the nuts that make the tree worth shaking.
As a psychotherapist I've seen many people over the years who were in business with other family members. The cumulative impression they left with me was that, if you're not crazy to begin with and you want to be, go into business with relatives. Family relationships are always complex and mixing love and money seemed to be a recipe for disaster.
I picked up Who Will Drive the Bus? in hopes of deepening my understanding of clients suffering from problems associated with a family business, but I benefitted from the experience of reading this book in other unexpected ways. Gerry Donnellan's case studies show how people can be enriched (in more ways than one) by being in business with family members. On a macro level, he paints a portrait of the economic impact of family businesses They account for half the U.S.'s GNP, 60 percent of employment in the U.S., and a whopping 78 percent of new jobs. Roughly one-third of the Fortune 500 companies in the U.S. are family controlled.
Who Will Drive the Bus? taught me that I had missed the life-enhancing potential of being associated with a family enterprise. The book makes it compellingly clear that psychopathology is far from the only possible outcome, and that people experiencing the negatives in these relationships can turn them into positives. I found the book's case studies and checklists helped me think differently and take a more positive stance with individuals who come to me for therapy. I recommend Who Will Drive the Bus? to clients and to anyone who wants to know more about making family businesses a financial and psychological success.
Gerry Donnellan is a consulting psychologist and Brandeis University Adjunct Professor who specializes in working with family-dominated businesses.
External Board members who of such businesses have a fiduciary and moral responsibility to raise the issue most family members would prefer not to discuss who leads the company once the current generation leaves?
Gerry succeessfully uses humor to make this complex issue accessible to the reader. But the issue itself is serious Family dominated companies employ 60% of the U.S. working population but create 78% of new jobs. And only 30% make it past the founder stage. 3% will be operating at the 4th generation stage.
One of Gerry's humorous lines is "denial is not just a River in Egypt." To one extent of another, we all use denial as a defense mechanism.
Family dominated business CEOs who are in denial about their own mortality or are in denial about the leadership capacity/lack of capacity of offspring create conditions to insure that the family business becomes another negative statistic.
It is the role of the external Board member to raise succession issues at least five years before the issues need to be raised.
Managing the competing tension between business continuity and family stability is not for the feint of heart. Gerry Donnellan shows CEOs and Board members how to do this with humor and humility.
###
Larry Stybel
Board Options, Inc.
lstybel@boardoptions.com
lstybel@boardoptions.com
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