For family business leaders

Every business decision is also a family decision.

Private, one to one coaching for owners, successors, and the leaders who work alongside them. Your EOS® work keeps the business on track. These conversations are about how you lead it, and how you lead the people you also go home to.

Apply for a conversation

If any of this sounds familiar

Leaders in family businesses tell me versions of these in our first conversation.

Two people think they are in charge.

The founder handed over the title. Not the decisions. The team knows exactly who to go to when they want a different answer.

The successor nobody fully trusts yet.

You have been groomed for the seat for years. Some of the team still sees the founder's kid. You feel like you have to prove it every week.

A family member in the wrong seat.

Everyone can see it. Nobody can say it, because the conversation would not end at the office.

The fight that follows you home.

A disagreement in the leadership meeting becomes a cold Sunday dinner. A cold Sunday dinner becomes a slow Monday.

The outsiders you need to keep.

Your best non family executives wonder how far they can really go. Some of them have already started looking.

Equal is not the same as fair.

Ownership, pay, and contribution do not line up across the family. Everyone feels it. It never makes the agenda.

What this is, and what it is not

What it is

Private, one to one, twice a month
About you as a leader: how you decide, delegate, and handle pressure
Built around the commitments you already made with your team

What it is not

Not EOS. Your Implementer runs that.
Not family therapy or mediation, though we will talk about family when it matters to how you lead
Not consulting. I will not tell you how to run the business.

What we work on

The handoff.: What the founder still needs to let go of, what the successor still needs to take, and the conversation between them neither has had.
The hard conversation with family.: How to raise it, say it plainly, and keep the relationship.
Your own authority.: Leading people who knew you as a teenager, and leading a parent who still has the final say.
Pressure that does not stay at work.: What the role costs you at home, and what to do about it.

An illustrative scenario

Illustrative scenario

A second generation CEO, $40 million distribution company

The situation. Three years into the CEO seat, with her father still chairman and in the office most days. Her brother runs operations and reports to her on paper. In practice, he takes his questions to their father. The company has run on EOS for eighteen months. The same two Rocks have rolled over twice.

What we worked on. The conversation with her father about what chairman means, written down. The conversation with her brother about his seat, held at work, not at the family table. How she shows up when her father overrules her in front of the team.

What changed. Decisions started landing with her. Her father moved to two days a week by choice. Her brother's seat became an issue on the leadership team's list instead of a family secret.

A composite example of common situations, not a specific client.

How it works

1
Apply.
A short questionnaire.
2
Talk.
One exploratory conversation. If it is not a fit, I will tell you.
3
Begin.
Two calls a month, timed around your team's quarter, with short check ins between.

Confidential

What we talk about stays between us. With your permission, your Implementer knows we are working together. They never hear what we discuss. Neither does anyone in your family.

About Ray

20+ years coaching leaders
8,000+ paid coaching sessions
36 month average engagement
6 companies coached through exit

Ray Brejcha is an executive coach. Before coaching, he spent twenty four years in sales and leadership, founded two companies, and carried revenue responsibility for teams of up to forty five people. He has sat in the leadership meetings, carried the number, and lived the pressure your clients feel.

For six years he was a partner at Neuberg Gore, an executive coaching firm that has worked with more than twelve hundred CEOs and their executive teams. He works one to one with a small number of leaders each year.

If this sounds useful, let us talk.