Family office affairs can be complex – requiring collaborative decision-making on a variety of initiatives, from philanthropic endeavors to day-to-day administrative tasks. Along with the daily decision-making, family offices must also take into consideration the wishes and goals of various generations and their specific needs. How do these collective family members make fair and timely decisions for the overall good of the enterprise? The convolutions and variables are endless for family offices, and that’s why a formalized governance process is essential.
Key considerations for family office governance structures
What are the key elements to keep in mind when implementing a family office governance strategy?
- Start developing the governance plan for your family office as soon as possible. Be inclusive with family members involving all generations (or a select representative) for a cross section to gain important input and buy-in.
- Determine your family’s objectives around investing, philanthropy, estate planning and more. Knowing whether family members wish to be active in family office operations or if members prefer a more passive investment approach is also key.
- Work with a coach or family office consultant to help establish ground rules and provide objective guidance. Many of the decisions affecting the family can be emotionally charged. It’s helpful to have an objective outsider to assess the initial governance structure to assure fairness and to provide a holistic viewpoint that benefits the entire family enterprise.
- Communication is key in any business and this is certainly true for family offices. Establish regular meetings with designated family leaders for discussion, decision-making and assessment of investments and charitable efforts. Likewise, there should also be annual, quarterly or more frequent meetings to present updates, encourage dialogue and obtain permission on business, estate and philanthropic initiatives.
- Revisit your family office governance strategy over time to consider revised objectives, changing family dynamics, the sale of assets and more. It’s important to establish a governance plan, but it shouldn’t remain static. Rather, it should evolve and grow – just like your family.
