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Families often complain about the challenge of getting siblings and cousins more engaged in business and family activities. There is a great divide between the “make it happen” people and the “watch it happen” people in the family, and a risk of burnout for the family members who are providing the leadership.

Despite the continuing concern over job creation, researchers around the globe identify a lack of available skilled talent as a continuing drag on performance. Inherent in this issue are three profound questions: How do you achieve a successful combination of culture and talent to allow ideas to thrive within the context of the family and family office culture? How do you remain competitive in recruiting and retaining talent? How do you effectively engage, motivate and inspire the next generation of family members and employees?

This seminar supports members engaged in direct investments and family-owned funds. The programs offers perspective on the motivations and best practices of families involved in direct investing.

At the 2013 Thought Leaders Council Summit, attendees worked collaboratively on outlining what is considered State of the Industry, common practice, and State of the Art, best practice, in the private wealth management industry today. FOX led a similar study in 2000, and 13 years later, the industry has evolved radically with not only significant market shifts, but new entrants, new products and capabilities, new servicing processes, new technology systems and more sophisticated clients with dramatically altered expectations.

Carl Robinson, Ph.D., Managing Partner, Vantage Leadership Consulting In a family enterprise, the greatest challenge is to engage family members effectively in leadership roles and governing board participation. The development of future leaders in the family is critical to its future, and the leaders' participation in family governance is key to sustaining the enterprise. As team of nationally recognized leadership consultants he will put a spotlight on the critical leadership skills needed in a complex family enterprise.

Transferring Business Ownership: How to Prepare the Family for a Smooth TransitionStephen G. Salley, Of Counsel, Greenberg Traurig, LLC.; Mark Nash, Partner, PwC Private Company Services and Karen Neal, Managing Director, Consulting, Family Office Exchange A recent PwC study on family business owner trends indicated that more than half of the business owners intend to transition the ownership of their business during the next ten years.

Rewarding High Performance: The 2013 FOX Compensation StudyJane Flanagan, Senior Consultant, and Mariann Mihailidis, Managing Director, Councils, Family Office Exchange A family office’s success is largely dependent on selecting and retaining the right employees. So how does a family office develop a compensation and benefits package that will attract and retain key talent? During the summer of 2013, FOX surveyed its members to learn more about the compensation and benefits practices of today’s family office.

Challenges of Family Investment Decision-MakingCliff Hurd, Hurd Enterprises, Ltd., John Goddard, Investment Resources Corp and Charles B. Grace III, Senior Consultant, Family Office Exchange When families make major investment decisions regarding asset allocation, tactical asset allocation, opportunistic investments, and selection and termination of managers, among others, a myriad of questions are raised. Who will make the investment decision? Should there be an investment committee?

The Spirit of the Gift: Giving Wisely to Family MembersKeith Whitaker, Ph.D.; Susan Massenzio, Ph.D., Wise Counsel Research Associates Many parents fear that gifts to family members lead inevitably to entitlement. Giving wisely can avoid that result and turn gifts into a force for growth.