The Family Biz Show

Why Brand Can Make or Break Family Business Succession & Legacy In Episode 124 of The Family Biz Show, host Michael Palumbos welcomes back Megan Lynch of Six Point Strategy for a wide-ranging conversation that connects branding, trust, and reputation to the real drivers of Family business succession, Family business leadership, and long-term enterprise value. What makes this episode especially powerful is that Megan isn't approaching brand as "marketing"—she approaches it as an essential part of family business strategy, Legacy planning, and Business continuity for families. Megan shares how her firm originally focused on creative branding work, but as she stepped deeper into the family enterprise space—and became more intentional about Passing on the family business within her own journey—she recognized a key truth: family businesses operate under dynamics that traditional corporate strategy often fails to address. This is why working with a skilled Family Business Advisor or Family Business Consultant matters so much. Without the right lens, even "good ideas" can create harm, confusion, or conflict, especially during family business continuity planning. A Next-Gen Journey Into Family Enterprise Complexity Megan explains that as she started thinking about the future of Six Point Strategy and the transition of leadership, she joined a family business center for succession support. What she discovered quickly was that Family business succession isn't just a transaction or a timeline—it's emotional, relational, and deeply tied to identity. That's where the biggest insight comes in: family enterprises don't live in a vacuum. Ownership, management, and family relationships intersect constantly. So when a Family Business Consultant or Family Business Advisor recommends a new strategy or brand shift without understanding those intersections, it can destabilize trust, trigger resistance, and disrupt Business continuity for families. This is exactly why Megan describes family business work as a discipline—one that requires education, humility, and collaboration. She highlights that a financial advisor for family business or a family business wealth management advisor may be working on governance, capital, or transition planning at the same time that marketing or brand conversations are unfolding. If those advisors aren't aligned, the business and the family can pay the price. Why PPI Rendezvous Felt Like "Home" for a Family Business Advisor Mindset Michael and Megan discuss the Purposeful Planning Institute (PPI) Rendezvous in Denver, which Megan attended despite being the only "brand person" in the room. She describes the conference as a unique blend of academic curiosity and practical collaboration—where professionals openly share real examples, tools, and frameworks to improve how they serve families. This speaks directly to what families need today: a coordinated ecosystem of advisors, including the Family Business Advisor, Family Business Consultant, and trusted experts in governance, wealth, and transition. Families navigating family business legacy planning rarely have just one challenge at a time. They are dealing with succession, leadership development, reputation, rising-gen engagement, and often family business wealth management all at once. That's why the most effective outcomes happen when the advisor team thinks holistically and supports true family business continuity planning. The Cracker Barrel Lesson: Brand Isn't a Logo, But Logos Carry Meaning The episode pivots into a timely example: the "Cracker Barrel debacle," where a brand change sparked intense public backlash. Megan uses this moment to explain how people emotionally connect with symbols, especially nostalgic brands. The logo isn't the brand, but it becomes shorthand for what the brand represents—comfort, tradition, familiarity, and trust. For a family enterprise, this is a direct parallel: when long-standing brand elements change, stakeholders worry about deeper changes too. Megan calls this the "what else are we losing?" response. Customers and employees don't just react to design—they react to perceived shifts in trust and identity. This is why Family business leadership transitions and Family business succession must be approached with strategic communication and continuity. If leadership change is paired with sudden brand shifts, it can amplify uncertainty and weaken stakeholder confidence. Families focused on Business continuity for families must consider not only operational transition, but how reputation and brand signals communicate stability. Reputation as an Asset: The Hidden Value Families Must Protect One of the most valuable parts of the conversation is Megan's framing of reputation as a tangible asset. Many family owners intuitively know this: if you ask what their greatest assets are, they will often say "our reputation," "our relationships," and "the trust our customers have in us." That trust is brand equity—and it directly affects enterprise value. Megan explains that in business valuation, "intangible assets" often include brand power, customer relationships, intellectual property, and market positioning. Even if a family never sells the business, this still matters, because the business is often the family's largest asset and the central engine behind family business wealth management and long-term Legacy planning. In other words, the asset being transferred through Passing on the family business isn't just equipment, revenue, or real estate—it's also trust and goodwill. This is where the role of a Family Business Advisor becomes critical. A strong advisor helps families inventory and protect the intangible value that supports family business legacy planning, family office legacy planning, and strategic transition. The Three Brand Pillars That Strengthen Continuity and Transferability Megan outlines three practical pillars that help a business build brand equity and prepare for generational transfer. These pillars are especially relevant for a family business succession planning advisor or a Family Business Consultant supporting long-term continuity: 1) Transferability Does trust live only with the founder or leading generation? Or does it live within the company itself? If reputation is tied to one person, succession becomes fragile. Strong transferability supports family business to new generation transitions and reduces the "key person risk" that threatens Business continuity for families. 2) Systemization Is the brand experience consistent? Are communication systems documented? Are brand standards and customer experiences repeatable? Systemization helps the business maintain continuity when leadership changes, which is essential for family business continuity planning and Family business leadership development. 3) Voice of the Customer Do you regularly collect customer feedback, surface insights, and operationalize them? Megan notes that many family companies say they "know their customers," but don't systematize that knowledge. Capturing and using customer insight strengthens brand equity and gives future leaders a clear roadmap for protecting trust. These pillars connect directly to family office explained thinking: families who operate with a family business family office mindset often seek structured processes, measurable systems, and continuity planning that outlasts any one person. This is where family business family office advice becomes highly relevant, particularly when brand and reputation are part of the family's long-term wealth and continuity strategy. Culture Made Visible: Why Brand Is a Leadership Issue Michael and Megan reinforce that brand is essentially culture made visible. If culture is unclear, inconsistent, or undocumented, it becomes difficult to transfer. That's why families must articulate vision, purpose, and values in ways that employees and customers can repeat easily. Megan offers a sharp test: can employees and customers explain your strategy in one sentence? If not, you risk becoming a "best kept secret"—and your team won't be aligned. For a Family Business Advisor, this is a crucial leadership and continuity issue. A cohesive internal culture is the foundation for Family business leadership and the consistency needed for Family business succession. This also ties into family office strategy: families building a multi-generational enterprise want more than profit—they want shared values, shared identity, and a legacy story that carries forward. That's why brand and culture are directly connected to Legacy planning and family office legacy planning. Rising Gen Engagement: The Two Gateways to Continuity When the conversation turns toward next-gen stewardship, Megan identifies two powerful pathways for engaging the rising generation and strengthening Business continuity for families: Brand Education Start early. Teach the next generation what the business stands for, who it serves, and why it matters. This supports a smoother transition from family business to new generation, especially in cousin consortium stages where some owners may not work in the operating company. When the rising generation understands the brand and legacy, they're more likely to become responsible stewards—and not accidental risk points (especially in today's social-media environment). Strategic Philanthropy Megan emphasizes that philanthropy can connect values, community relationships, and reputation. Michael builds on this idea by describing philanthropy as "the sandbox for entrepreneurship and leadership." It teaches communication, decision-making, collaboration, and gratitude—skills that reduce entitlement and strengthen long-term family business legacy planning. For families working with a Family Business Advisor or financial advisor for family business, philanthropy can become a structured training ground that supports governance, next-gen development, and even public reputation—an underrated asset in family business continuity planning. The Big Takeaway: The Brand Is Part of the Legacy This episode makes one message crystal clear: brand, reputation, and trust are not surface-level marketing decisions. They are legacy assets. They are continuity tools. They are governance tools. They are the human infrastructure that determines whether leadership changes feel stable or disruptive. Families who want to succeed in Passing on the family business must treat brand and culture with the same seriousness they treat financial statements, legal structures, and ownership plans. A well-rounded advisor team—including a Family Business Advisor, Family Business Consultant, family business wealth management advisor, and a family business succession planning advisor—can help families align strategy, strengthen trust, and protect the enterprise for the next generation. Ultimately, this is what Business continuity for families looks like: continuity of leadership, continuity of culture, continuity of reputation, and continuity of purpose—supported by clear systems, aligned strategy, and thoughtful Legacy planning.

Join Brad Mountz, a family-business leader who transformed Mountz Incorporated, and his daughter Olivia, its marketing director, as they navigate the complexities of family business succession. They share their unique paths—Brad's hands-on roots versus Olivia's external experience. Discover how they prioritized company values during a pivotal sale, the importance of employee-first culture, and strategies for navigating family dynamics post-acquisition. Their heartfelt insights reveal the balance between legacy and adapting to change in a family business.

The Family Biz Show dives deep into the real-world journey of Family business succession through the story of SynAct, a Microsoft-partnered CRM consulting firm founded by Ken Compter and successfully transitioned to his daughter, Sarah Compter. The episode offers practical lessons in Family business leadership, Legacy planning, Business continuity for families, and the emotional intelligence required for Passing on the family business. With the strategic lens of a seasoned Family Business Advisor and the lived experience of a Family Business Consultant, this episode uncovers how multigenerational entrepreneurs can strengthen their vision, protect family relationships, and build a future-ready business. The Unexpected Birth of a Family Business Ken's entry into entrepreneurship began not with a grand plan, but with necessity after a corporate layoff. Working alone from his basement, he built an early CRM system inside Outlook—long before SaaS models were common. This foundation illustrates how many family companies begin: rooted in resilience, adaptability, and the desire to secure business continuity for families. A Daughter Steps In—And Redefines the Future After years in banking, Sarah joined SynAct and soon realized she needed true ownership to give the business her full energy. Her decisive "I'll take this, but you need to step aside" moment highlights a critical truth in Family business succession: next-gen leaders must have both authority and autonomy. Ken's willingness to let go allowed Sarah to fully activate her leadership. Building a Microsoft-Partnered Competitive Edge SynAct pivoted from its own CRM platform to Microsoft's Dynamics ecosystem, gaining tremendous scalability. Under Sarah's guidance, they created an all-inclusive recurring revenue model that bundled software with continuous service. This move positioned SynAct as a unique, service-driven partner—showcasing smart family office strategy and long-term value creation. Emotional Intelligence: The Silent Strength Behind Success Ken and Sarah seamlessly separated family emotions from business disagreements. Even intense conversations ended with "Love you"—a powerful example of healthy conflict management. Their story proves that strong Family business leadership requires clarity, trust, and the ability to protect the family bond while challenging each other professionally. Financial Clarity: A Hidden Pillar of Seamless Succession Ken's retirement readiness came from years of spreadsheets, projections, and disciplined investing. Meanwhile, Sarah models multiple long-term scenarios with her financial team—including worst-case assumptions—to safeguard her future. This is Legacy planning in action: coordinated advisors, intentional modeling, and planning beyond optimistic assumptions. When Only One Child Wants the Business Ken emphasizes that passion—not obligation—should determine who enters the business. His son pursued a culinary career rather than technology, and the family embraced it. This is a crucial lesson for any Family Business Advisor: do not force successors. Support each family member in finding purpose, whether inside or outside the company. The Power of External Partnerships for Growth Instead of costly marketing channels, Sarah built a thriving referral network with complementary Microsoft partners and clients. Understanding where customers live—via market mapping—is a foundational strategy taught by seasoned Family Business Consultants and is key to scaling niche family enterprises. Passing on the Family Business—With Clarity and Heart The Compters demonstrate that Passing on the family business works best when founders know their retirement needs, successors know their vision, and both generations communicate transparently. Their transition is a model for families seeking both financial security and relational harmony.

In this episode of The Family Biz Show, family business consultant Michael Palumbos is joined by Shawn Barberis of More Than Money 360 to explore how high-net-worth families can protect and grow their family wealth by focusing on communication, values, and legacy—not just dollars. Together, they unpack proven strategies to strengthen generational continuity, including the five pillars of success and six laws of family advancement. 1. Shawn's Journey & "More Than Money" (02:23–08:18) Shawn shares why he left law to launch a firm focused on the relational and cultural side of legacy. He realized families needed more than documents—they needed systems to protect family wealth through values, communication, and structure. 2. Perception vs. Reality of Risk (14:53–17:00) Most families fear market loss, but data shows 85% of wealth loss stems from broken trust and poor communication. Shawn highlights why this mindset shift is crucial to family legacy. 3. The Engagement Process (19:10–21:05) A 3-step approach: educate the family, define the legacy goal, and build a values-based plan. Legacy is built through process—not a single event. 4. Five Pillars of Generational Success (23:10–27:26) The foundation of enduring family wealth: communication, core values, family legacy, philanthropy, and governance—all working together to sustain family purpose and identity. 5. Six Laws of Family Advancement (29:27–35:42) From gratitude over entitlement to rising gen empowerment and transparent meetings, Shawn shares six laws that help families sustain wealth and legacy long term. 6. System, Process & the MTM Meter (37:29–41:19) Shawn introduces the More Than Money Meter—a tool that tracks how prepared and satisfied families are across the five pillars. As he says, "You can't improve what you don't measure." Tangible Takeaways for Leaders of Family Businesses Realize that the biggest threat to your family's lasting wealth is likely not the markets — it's breakdown in communication, trust and shared purpose. Use a process, not just an event: Begin with the end in mind, build curriculum, set outcome criteria. Prioritize the rising generation early: Give them voice, let them lead in meaningful ways, particularly in areas like impact investing or philanthropy. Use measurement: As you would for a business strategic plan or financial plan, set baseline, track progress in communication, values, legacy and governance. Consider your advisor ecosystem: One "quarterback" advisor who understands the family, across generations, often provides better continuity than multiple siloed advisors.

Jerry Aliberti, construction industry veteran and founder of Pro-Accel, joins Michael Palumbos to reveal what it really takes to design a smooth succession plan in family-owned construction businesses—and why most founders wait too long to start. With two decades of experience leading complex projects and advising second- and third-generation owners, Jerry brings grounded, practical wisdom to one of the hardest transitions in business: handing over the hard hat. He unpacks how family construction leaders can shift from doing the work to building people, delegate without losing control, and create a professionalized structure that lasts long after the founder steps back. Jerry and Michael dive into: ◽️ The emotional side of letting go — and learning to trust the next generation ◽️ Why clear expectations and accountability define great culture ◽️ How to track cash flow, labor, and profitability for long-term stability ◽️ Bridging generational gaps between "grinders" and "system builders" ◽️ Why leadership is about service, not control ◽️ The biggest mistakes construction founders make during succession ◽️ How to professionalize your business without losing family values Timestamps: 00:00 – Intro 01:42 – Why construction succession is different from other industries 04:15 – How to build a tech and financial stack that supports clarity 07:33 – Cash flow vs. profit vs. revenue: what really matters 10:18 – Setting expectations and accountability in the field 13:27 – Building trust and culture through hard conversations 16:48 – The emotional roller coaster of succession and letting go 19:36 – Bridging generational gaps: from doers to builders 22:51 – Professionalizing leadership and empowering decision-makers 26:09 – The "11th Commandment": Thou shall not fool thyself 29:20 – Why succession is a multi-year process (not a moment) 32:44 – The power of outside, unbiased advisors in family business 35:26 – Leadership as service: how real leaders empower their teams 38:17 – Key takeaways for construction founders planning their exit 41:03 – Closing thoughts and next steps

Family businesses face unique pressures — leadership misalignment, succession uncertainty, and legal blind spots that can undermine decades of hard work. In this episode of The Family Biz Show, host Michael Palumbos sits down with Mike Hayes, CEO of GLC Business Services, to unpack the strategies that have allowed GLC to thrive across generations. Mike's journey from West Point graduate and Army officer to family business CEO is a case study in resilience, vision, and people-first leadership. He shares how his father co-founded GLC in 1992, pivoting away from a declining printing industry into document outsourcing, and how that foundation of service and relationships carried the company through every transition. From navigating an amicable but high-stakes ownership split with the help of a well-drafted buy-sell agreement, to steering the company through COVID by putting people before profits, Mike reveals the decisions that protected both culture and cash flow. He also explains why legacy should be about giving the next generation options — not obligations — and how mentorship and internal promotion have fueled loyalty in a high-turnover industry. Key Timestamps: 00:08:40 — Leadership alignment & avoiding drift 00:10:33 — People-first strategy in crisis 00:17:31 — The buy-sell agreement that saved GLC 00:27:41 — Mentorship and culture as growth engines 00:35:26 — Legacy by invitation, not expectation 00:52:33 — Redefining leadership legacy Tangible Takeaways for Family Businesses: Plan early, review often: Stress test your buy-sell agreement before conflict arises. Protect culture in crisis: Retention comes from trust, not just contracts. Align leadership vision: A unified direction prevents costly stalls. Build legacy through choice: Give future generations the freedom to decide. Mentor for growth: Invest in people who can lead long after you step back.

What does it take to lead a $1.5 billion dairy cooperative without losing the soul of the family farm? In this episode of The Family Biz Show, Michael Palumbos sits down with Kevin Ellis, CEO of Upstate Niagara Cooperative, to explore the path from third-generation dairy roots to modern-day manufacturing leadership. This isn't just a story about dairy. It's about what happens when a family business mindset meets scale, legacy meets innovation, and community values get tested in a corporate structure. Whether you're navigating your own transition, scaling fast, or wondering how to bring next-gen thinking into a legacy business—this episode delivers powerful, practical insight. From Barn to Boardroom: Kevin's Unlikely Journey [00:45] Kevin's roots run deep in Central New York, where his family expanded from 100 to 300 cows. Initially considering veterinary school, he pivoted into animal science and eventually business, landing at Cornell and later earning his MBA from the University of Rochester. [02:30] His career is marked by reinvention—from nutritionist to banker to co-op founder. When former clients asked him to help start a breakaway processing plant, he said yes. That move eventually led to his role at Upstate Niagara, overseeing more than 260 family farms and 1,800 employees. 🔑 Legacy Lesson: Your roots may shape you, but your willingness to evolve defines your reach. Understanding Cooperatives: Profit with a Purpose [04:40] Kevin calls a cooperative "a socialistic creature in a capitalistic organization." That paradox is intentional. The commercial side runs for profit; the co-op side ensures fairness across farms—big or small. [06:00] Upstate Niagara balances Amish hand-milking with fully robotic operations. What binds them isn't size—it's shared purpose. [11:00] One of the cooperative's core values is ensuring every farmer, from 30-cow dairies to 5,000-cow enterprises, can thrive under the same model. 🔑 Strategic Insight: Equality in economics doesn't mean uniformity in operations. Succession, Liquidity, and the Wealth Trap [15:30] Kevin speaks bluntly about succession: "Succession without liquidity planning is a prison." With farms being capital-rich and cash-poor, transitioning out requires intentional wealth structuring. [16:45] The co-op doesn't offer direct succession services but plays a role when equity must be transferred between generations. [18:30] His advice to young farmers? Leave, learn, and return. The family farm can build generational wealth—but not without a clear exit plan. 🔑 Tangible Takeaway: Build liquidity into your family office strategy—before succession becomes a scramble. From Top-Down to Bottom-Up: A Cultural Overhaul [31:00] When Kevin took over, the co-op operated top-down. Plant managers hadn't even met each other in person. He reversed the culture, introduced a balanced scorecard, and prioritized people and process over pure profit. [35:00] His first major move? Fully staff the plants. Why? "You can't cost-cut your way to prosperity." [36:30] Alignment became the goal—across ERP systems, leadership, and operational metrics. The result? Better morale, higher output, and clearer direction. 🔑 Leadership Insight: Don't mistake legacy for permanence. Culture must evolve to sustain scale. Innovation in Agriculture: AI, Robotics, and Genetics [20:00] From super-ovulated cows to robotic milking parlors, Kevin walks us through how dairy tech is exploding. [23:00] AI is even helping program processing logic and optimize plant production. [27:00] Future vision? Scan a yogurt label and see the farm it came from. [38:00] New shelf-life technology may completely disrupt how milk is processed and distributed. 🔑 Growth Opportunity: Every industry—yes, even agriculture—is now a tech industry. Grounded in Community, Driven by Consumers [24:00] Family farms are deeply embedded in their communities. Kevin ensures the co-op reflects that with product donations, school partnerships, and farmer-led community involvement. [26:00] Meanwhile, consumers want transparency. Gen Z and millennials demand humane treatment, sustainability, and ESG oversight. [28:00] Upstate Niagara is now undergoing a double materiality study—aligning long-term strategy with stakeholder values. 🔑 Market Reality: If your brand isn't aligned with your buyers' values, your story is invisible. Closing Reflection: Boredom, Books, and Breaking What's Working [40:00] "There's no such thing as a typical day," Kevin laughs. He thrives on complexity—and has never been bored as CEO. [44:30] He reads Adam Grant's Think Again, still revisits Good to Great, and plans to start flying again soon. [43:00] His message to the next generation: don't undervalue the family business. Just make sure you've built your way out as well as up. Tangible Takeaways for Family Business Leaders Co-op models may be niche—but fairness as a strategy is universal. Legacy is powerful, but liquidity is non-negotiable. Culture change at scale requires relentless alignment and transparency. Innovation isn't optional. Even the most traditional industries are being reinvented. Your family business's greatest asset might be its adaptability.

In this deeply resonant episode of The Family Biz Show, Michael Palumbos sits down with Mike Young, fourth-generation family business leader and author of The Farmer's Code. From a humble start farming rice in the Californian desert to exiting a vast family farmland portfolio, Mike offers a masterclass on pivoting, stewardship, and enduring family cohesion. Key Themes: Roots in the Soil (00:00–06:30) Mike recounts the origins of Wegis & Young—his great-grandfather's immigration, renaming, and pioneering efforts in California's Central Valley. Their early crops, including rice and sugar beets, were nourished by water captured in sloughs, laying the groundwork for some of the most productive farmland in the world. Scaling Across Generations (06:30–10:00) Each generation innovated: Mike's grandfather focused on water infrastructure and expansion His father and uncle introduced higher-return crops like almonds and grapes Mike's generation added vertical integration with alfalfa cubing and tomato processing before exiting those businesses From Dirt to Data: The Tech Pivot (10:00–13:00) A standout innovation was a water infrastructure monitoring company—proof that the family adapted not only operationally but strategically, leaning into regulatory change as a catalyst for growth. Exit to Endure (13:00–16:00) Selling 85% of their farmland wasn't easy. But with water rights tightening and G5 & G6 in mind, they chose continuity over sentiment. Mike emphasizes that the land still operates—but now from a stewardship mindset. Legacy is Relational (17:00–20:30) The spark for Mike's book The Farmer's Code was his 99-year-old grandmother. The message: Legacy isn't what you leave for people—it's what you leave in them. His book is broken into three parts: Me, Them Now, and Them to Come—mirroring his family's approach to multi-generational values. Governance Done Right (30:00–36:00) With a family board of directors, six trusts, and a family council, Wegis & Young model effective governance. Their structure includes even non-active family members and outlaws—communicating, sharing philanthropic decisions, and guiding distribution policies. Challenges Ahead (41:00–46:00) Mike's top challenge? Maintaining cohesion in a generation that won't work together daily. With 11 next-gen family members ranging from 12 to 24, the family is experimenting with ways to build connection across the branches. Tangible Takeaways Don't fear the exit—it may be your legacy's best move Legacy isn't inheritance—it's influence Strong governance includes everyone Strategic philanthropy is a sandbox for rising leaders Always build with the 7th generation in mind

In this episode of The Family Biz Show, host Michael Palumbos sits down with Scott Saslow—entrepreneur, author, and founder of One World Investments. Together, they explore the overlooked complexities of what comes after the liquidity event. From defining a family office to uncovering its entrepreneurial DNA, this episode is a must-listen for legacy-minded leaders preparing for the next stage. Key Themes: What Is a Family Office, Really? Scott demystifies the term "family office" for founders and next-gen leaders. It's not just an investment vehicle—it's an infrastructure. And it often starts embedded within the family business itself. 📍 [02:00]: From family company to global sale—Scott's personal story of transitioning into the family office world. Treating Wealth Like a Business Saslow challenges the assumption that post-exit wealth "manages itself." In fact, a family office is a new company, with all the complexities of talent, mission, and operations. 📍 [10:00]: "Making money and keeping money are two different things." Talent Management = Risk Management One of the biggest blind spots post-liquidity? Keeping the same advisors you trusted before the wealth explosion. Saslow emphasizes the need to rethink loyalty and performance. 📍 [13:45]: Apply "Good to Great" thinking to your wealth ecosystem. Mission as an Anchor A clear mission not only helps unify the family—it helps attract top-tier talent and service providers. Saslow argues that purpose is a powerful (and often neglected) wealth multiplier. 📍 [26:00]: Examples of impact investing from Saslow's own venture fund. Preparing for Next Gen Involvement Whether or not your children will take the reins, your family office should be built to last—with or without them. 📍 [37:00]: "Hope for the best, plan for independence." Tangible Takeaways: Don't wait for liquidity to plan your structure. Reassess all advisor relationships post-exit. Build your family office with the same rigor as your business. Purpose can (and should) drive strategy. Start the conversation with your heirs—now.

In this episode of The Family Biz Show, host Michael Palumbos welcomes Brent Robertson, founder of Be Generative, to discuss transformative leadership and the power of generative listening. Brent shares how shifting from controlling leadership to generative listening can radically improve communication, foster innovation, and create a future-ready organization. This conversation is especially relevant for family business leaders aiming to empower the next generation and ensure a lasting legacy. The Power of Generative Listening: Generative listening goes beyond active listening by creating a space for innovation and new ideas. Brent describes it as a leadership skill that goes deeper than merely hearing words. Timestamps: 00:00: Introduction and welcoming Brent Robertson 00:51: Changing your mindset to change your future 09:19: The power of generative listening in leadership 19:47: Breaking the habit of repeating old patterns 24:16: Moving from linear to transformative change 38:54: Rethinking succession as a growth strategy 41:13: Moving from control to mentorship 44:42: Building a future-ready organization Takeaways: Transform leadership through generative listening. Shift from reactive succession planning to intentional growth strategies. Foster a culture of open communication to drive innovation. Let go of control and become a mentor for the next generation. Embrace visionary thinking to stay ahead of the curve.