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The time to consider the reinvestment risk of selling a family business is before, not after, the sale. A reinvention plan can help by taking into consideration the remaining ties to the business, estate and tax planning issues related to the sale, and personal reinvention for family members as they continue on without the business.

Owners who are looking to transition their businesses face the question of whether it is better to sell now or wait until later, particularly in light of the current tax situation. In making this consideration, they should consider the pros and cons of various options: status quo, management buyout, ESOP, sale to a financial buyer, or sale to a strategic buyer.

Family dynamics often play a critical role in the long-term success of family businesses, and women's relational and interpersonal skills tend to make them well-equipped to manage these issues. Effective leadership within the family business is, now more than ever, dependent on the inherent relational skills that a woman can bring to the business.

Closing the gender gap at the top of corporations fosters innovation, creates a more balanced work environment and positively affects the bottom line. Yet, achieving gender balance requires new thinking, innovative approaches and courage.

KPMG Australia explores six areas related to family business succession: preparation, leadership change, new directions, governance as a priority, performance measurement and pride in the family business. The report focuses on Australian families but offers suggestions and insights that can be useful to families anywhere.

Britain's new reduction of capital procedure provides a flexible and inexpensive way for family-owned businesses to restructure or return value to shareholders. This report from Withers provides practical examples of how the procedure can be used in paying dividends, demergers, share buy-backs as well as paying up unpaid amounts on shares and dissolving a company.

A business-owning family can create a secure foundation for effective multi-generational ownership and control by transferring shares of a family business in trust during the controlling owner's lifetime, and through careful drafting of trust provisions, choice of governing law, selection of a capable trustee and implementation of effective family governance processes, Withers Bergman says.

Organizations that invest in leadership development perform better than those that don't. Challenging economic times underscore this fact even more, according to independent reports collected by the Center for Creative Leadership. Studies show investment in leadership development improves financial performance, attracts and retains talent, drives a performance culture and increases company agility.

Companies that manage their people, or talent, successfully are in good position to weather volatile times and emerge in better shape than ever. Deloitte offers suggestions beyond downsizing to align short-term budget-trimming needs with companies' long-term personnel strategies and overall business objectives.