Two sisters had been appointed non-executive directors in a family business founded by their parents. The parents felt it was better to pass down the business rather than cash, and had put them on the board of directors to oversee their investment.
While both were business savvy, neither had any experience of the family business. They regularly had conflicting views and were causing problems for the professional management, interfering in day-to-day operations.
Recognising that this needed to be resolved, we worked with the sisters to help them better understand their role and responsibilities as non-executive directors. We coached them in the skills they could bring to board discussions and helped them to align their vision as owners of the business. We opened up lines of communication between themselves and the executive team, leading to a much more harmonious environment and a stronger, more cohesive board.