Family businesses are often born of passion, perseverance, and entrepreneurial spirit. They begin as intimate endeavours, with decisions made around kitchen tables and loyalty forming the bedrock of every transaction. Yet as these businesses grow and pass through generations, the very traits that fuelled their early success can become obstacles. Personal relationships, informal processes, and legacy-driven instincts, while invaluable in the founding generation, are rarely sufficient to navigate the complexities of modern commerce. Professionalisation becomes not merely a strategic choice, but a necessity for survival and sustainable growth. The transition from one generation to the next brings with it a proliferation of stakeholders, each with distinct expectations and priorities. Siblings, cousins, spouses, non-family executives, investors, regulators, and employees, all contribute to an intricate web of influence that requires careful management. The challenge lies in balancing the informal, relational style that has traditionally defined the business with the formal structures demanded by scale and complexity. Failure to do so can result in conflict, inefficiency, and missed opportunities, as personal loyalties clash with strategic imperatives. Professionalisation often begins with governance. Where the founder once held unilateral authority, the second or third generation must introduce systems that clarify roles, responsibilities, and accountability. Boards become formalised, family councils convene, and advisory committees provide impartial guidance. These structures do not diminish family influence; rather, they protect it by ensuring decisions are made transparently and strategically, reducing the risk of conflict and ensuring continuity. The adoption of clear policies around remuneration, succession, and investment ensures that family relationships do not cloud judgement, while enabling the business to operate with the discipline of a modern corporation. Equally important is the professionalisation of management. As family firms scale, the skills required to sustain growth often outstrip those present within the founding family. Recruiting experienced executives, establishing performance metrics, and separating operational responsibility from ownership are essential steps. Professional managers bring objectivity and expertise, but integrating them requires sensitivity: they must respect the family’s culture and legacy while introducing modern management practices. Successful family businesses achieve a balance, retaining the ethos that defines them while leveraging professional expertise to improve efficiency and competitiveness. Stakeholder engagement also evolves as the business grows more complex. In the early stages, stakeholders are few and relationships personal. Over time, expectations diversify, and communication must become deliberate and structured. Families must develop strategies to articulate vision, values, and strategy to a broader audience without compromising confidentiality or cohesion. Engaging with employees, investors, regulators, and customers in a consistent, professional manner builds trust and supports long-term resilience. The generational dimension adds further nuance. Successive generations bring fresh perspectives, new ambitions, and sometimes differing interpretations of the family’s values. Professionalisation provides a framework within which these differences can be reconciled constructively. It ensures that transition is not dictated by personality or emotion, but guided by clear policies, agreed processes, and shared understanding. By embedding governance, formal management, and stakeholder engagement into the fabric of the business, families can retain both control and culture while preparing for future growth. Ultimately, professionalisation is not a rejection of tradition, but an evolution. It allows family businesses to scale, compete, and thrive while safeguarding the relationships, culture, and long-term vision that distinguish them. In the complex landscape of generational transition, professional structures provide clarity, mitigate conflict, and ensure that the family’s legacy continues to flourish, not by accident, but by design.

The latest Hiring Trends report from the Association of Professional Staffing Companies (APSCo), produced in partnership with Bullhorn, reveals contrasting trends across the professional staffing sector as businesses navigate ongoing market uncertainty. The data shows that permanent hiring activity softened slightly in November, likely influenced by the unease around the Chancellor’s Budget. New permanent jobs fell by 8% between October and November 2025 and are down 5% compared to the same month last year. Permanent placements also dipped by 10% month-on-month, although they remain broadly stable year-on-year, indicating that confidence in long-term hiring is holding firm despite short-term fluctuations. In contrast, the contract market continues to demonstrate resilience. While new contract jobs declined by 10% between October and November, they grew by 14% compared to November 2024. Contract placements followed a similar pattern, with only a minimal month-on-month decline in November but a notable 27% increase year-on-year. This sustained growth highlights the ongoing demand for flexible staffing solutions as organisations seek agility in an uncertain economic climate. Samantha Hurley, Managing Director at APSCo UK, commented: “The latest data highlights the resilience of the contract market, which continues to deliver strong year-on-year growth despite short-term fluctuations. This reflects the flexibility businesses need to manage uncertainty while maintaining access to critical skills." “Permanent hiring remains steady, and while month-on-month figures show a slight dip, stability compared to last year suggests confidence is holding firm. Professional staffing firms are clearly playing a vital role in helping organisations adapt, whether through agile contract solutions or longer-term permanent placements.” Andy Ingham, SVP Sales, EMEA & APAC added, “November saw month-over-month softening in both permanent and contract jobs, but underneath that dip, the fundamentals remain strong. Contract hiring continues to outperform, with solid year-over-year gains in both jobs and placements despite last November being one of the slowest on record." "Permanent hiring is tracking on its steady, modest path, and while overall placements eased, improved conversion rates tell us that when clients are hiring, they’re committed." "Taken together, November reflects a market that’s stable and quietly moving in the right direction.”

Hospitality and service industry businesses could face fines and the prospect of an employment tribunal if they don’t comply with the Tipping Act, two experts have warned. The Employment (Allocation of Tips) Act 2023 rules that employers must pass on all tips, gratuities and service charges to workers without deductions. This Act impacts more than two million workers including those who work in restaurants, bars, retail shops, hairdressers, taxi firms, beauty parlours, and many more. Specialists at UK top 10 accountancy firm Azets, have issued the warning prior to the festive season when more tipping is likely in the busiest period for the hospitality industry. It also comes ahead of proposed changes due to come into force next year which will tighten legislation even further. H-J Dobbie, Head of HR Consultancy, and Julie Gunnell, Associate Director of Growth Payroll at Azets, the UK’s specialist business advisor to SMEs, have combined to offer guidance to employers. Julie Gunnell said: “This Act has now been law for a year and employers are obliged to discharge their responsibilities fairly and pass on 100 per cent of all tips to hard-working staff who earned then." “If not, staff can hold bosses fully accountable by bringing a claim to an employment tribunal, and this could lead the minority of businesses who continue unacceptable tipping practices being made to pay fines or compensation.” Looking ahead to 2026, the Government has confirmed measures to enhance current tips laws will come into effect from October 2026 if the Employment Rights Bill becomes law. The proposed changes are: Employers will be required to consult with workers or their representatives before creating a tipping policy, which in reality means that most employers will have to revisit their current tipping policy. Employers will be required to update their tipping policy every three years. H-J Dobbie said: “We know that the vast majority of employers are fully supportive of the Tipping Act, not least because it properly rewards dedicated, deserving and often low paid staff, but also because it builds trust with customers who are more likely to tip if they can be sure of its ultimate destination." “When it comes to the Tipping Act, employers should use a clear and objective set of factors to determine the allocation and distribution and ensure that they give due consideration to all workers involved in providing service to customers, including temporary, zero hour and agency workers to avoid discrimination, but not the genuinely self-employed." “Record-keeping is also a requirement, and the employer must create a record of how every qualifying tip has been dealt with, detailing all qualifying tips received by the employer at the place of business, and the amount allocated to each worker. Records must be kept for a period of three years beginning with the date on which the qualifying tip was paid." “Workers can make a written request to view their employer’s tipping record for a period dating back up to three years, provided they worked for the employer for the full duration of the requested period. They can only make one request in any three-month period, and an employer must provide its tipping record within four weeks.” The Government has produced a Code of Practice on the Tipping Act which is available as a free resource. It provides overarching principles on what fairness is for the purposes of the law, the areas in which employers need to make decisions to comply with their duties, and how they should apply these principles in their specific places of business. Key points include what are qualifying tips, employer-received tips, worker-received tips, digital tipping, ‘out-of-scope’ tipping, non-monetary tips, how a place of business is defined, the fair (not necessarily equal) allocation of tips, and timescales for the payment of tips. For more information, visit the Government website here

Family businesses are, by design, intergenerational enterprises. Their continuity is their strength, but it also presents one of their most complex challenges: navigating the differing attitudes, competencies and expectations around technology between generations. As digital transformation becomes a prerequisite for survival rather than a strategic option, these differences can either propel a family business forward or hold it firmly in the past. Around the world, family firms are grappling with how to modernise while preserving the ethos that made them successful in the first place. Technology adoption is rarely just a technical decision, it is a cultural, emotional and strategic one. And when generational perspectives diverge, the path to building a sustainable business for the future can become contested terrain. Roots in Tradition, Pressures of Disruption Older generations in family firms often built their success on personal relationships, deep craft knowledge and incremental improvement. Their leadership styles tend to value caution, reliability and proven methods. For many, technology carries a different meaning: it can feel like a disruption to systems that have already stood the test of time. There is also a fear, sometimes unspoken, that digital tools may undermine human judgement or erode the personalised service that differentiates them in the market. Younger generations, by contrast, have grown up in a digital-native world. They understand technology not as an add-on but as the backbone of modern business. For them, data analytics, CRM systems, artificial intelligence and digital marketing are not threats to tradition but essential enablers of growth, relevance and competitiveness. The friction arises when enthusiasm for rapid change meets a worldview shaped by decades of operational and financial stewardship. The Risk of a Strategic Stalemate When generational differences become entrenched, family businesses risk strategic inertia. Senior leaders who resist investment in new technologies may inadvertently restrict the company’s ability to adapt to changing customer expectations or market dynamics. Younger family members may feel frustrated, under-utilised or unheard, leading in some cases to an exodus of future talent, one of the greatest risks to long-term continuity. This stalemate is rarely about technology alone. It often reflects deeper issues: family hierarchy, concerns about control, differing risk appetites and conflicting visions for the business’s identity. Technology becomes the battleground on which these broader tensions are played out. Trust, Transparency and the Technology Conversation To navigate these differences, sustainable family businesses focus first on communication. Transparent conversations about what technology is for, not simply what it costs, can reframe resistance. Senior leaders often respond better when technological investment is linked to tangible outcomes: improved margins, greater resilience, reduced operational risk or enhanced customer retention. Conversely, younger family members must understand the emotional and practical stakes for older generations. The technology conversation is as much about trust as it is about transformation. Respecting the contributions and concerns of long-standing leaders helps create a climate where modernisation feels like evolution rather than rupture. Creating a Shared Vision of the Future Many family firms find that developing a shared long-term strategy, one explicitly tied to sustainability, continuity and competitive relevance, helps bridge generational divides. This strategy provides a neutral framework within which technology adoption becomes a means rather than an end. It also allows differing perspectives to be integrated: the elders’ instinct for stewardship combines with the younger generation’s appetite for innovation. Future-focused family businesses often formalise this process by incorporating scenario planning, technology roadmaps and digital literacy sessions for senior leaders. These tools democratise knowledge and reduce the asymmetry that can fuel generational mistrust. The Role of Governance in Reducing Conflict Professional governance is one of the most powerful mechanisms for resolving generational differences. Advisory boards with independent experts, family councils and clear frameworks for strategic investment decisions help remove the personal friction from technology debates. When family members operate within defined structures, where proposals are assessed objectively and decisions documented transparently, discussions become less about power and more about business outcomes. Independent board members, in particular, can be invaluable. They can translate between generations, challenge entrenched views, and articulate the market realities that necessitate technological change. Embedding Digital Competence Across Generations Sustainable family businesses invest heavily in building digital capability, not just among younger members but across the entire organisation. Training programmes, cross-generational mentoring and reverse mentoring (where younger employees coach senior leaders) help create a shared language around technology. This dual investment is crucial. If only younger leaders understand the digital strategy, implementation will falter. If only senior leaders control strategic decisions, innovation may stagnate. A sustainable technology culture requires competence and confidence at all levels. Balancing Tradition with Modernisation One of the most profound challenges is reconciling the emotional attachment to legacy practices with the practical necessity of change. Smart family businesses treat tradition as an asset, a source of identity, loyalty and differentiation, but not as a constraint. The question shifts from Should we change? to How can we modernise without losing who we are? For some firms, this means using digital tools to enhance longstanding strengths: e.g., using CRM systems to scale personalised service, or deploying digital diagnostics to preserve craftsmanship in manufacturing. For others, it requires reinventing entire business models while retaining the founding ethos. Tech Adoption as a Stepping Stone to Succession Technology can become a strategic pathway for intergenerational succession. Younger leaders often take ownership of digital transformation projects, giving them meaningful responsibility and proving their competence. Older leaders, in turn, can view these initiatives as a controlled and measurable way to test readiness for broader leadership roles. Handled well, technology becomes a bridge between generations, a collaborative project that strengthens relationships rather than strains them. A Shared Future Built on Combined Strengths Generational differences around technology are not a flaw in family businesses; they are a natural result of bringing diverse life experiences into a shared enterprise. When approached thoughtfully, these differences become a powerful source of strength. The wisdom, caution and historical perspective of senior leaders combined with the technical fluency and ambition of younger members create a leadership model that is uniquely suited to long-term sustainability. The family businesses that thrive in the coming decades will be those that turn generational tension into generational synergy, using technology not to erase tradition, but to extend it into the future.

The biography of a prominent North West artist has been unveiled at a specially organised book launch at a spa resort on Windermere. ‘Fields of Marks’ celebrates the life and work of Milan Ivanič, whose drawings and paintings are currently on display in the Art in the Atrium gallery at Low Wood Bay Resort & Spa. Written by Roz Ivanič, Milan’s wife of over 50 years, the book blends the story of their life together with details of his working practices as an artist. Every page of the narrative is illustrated with Milan’s paintings, drawings and prints, with their style, lines and colours bringing vivid immediacy to the accompanying words. English Lakes Hotels Resorts & Venues hosted the book launch event at the spa resort in partnership with Lancaster based Gavagan Art. Milan’s story and journey as an artist is told as much through pictures as through words. It begins with his childhood as ‘the boy who couldn’t stop drawing’ in the 1950s in the Socialist Republic of Czechoslovakia, and his life-changing decision to leave in 1970 for a future with the author. Mary Gavagan from Gavagan art says: “This is a pathbreaking biography of a great talent, a first-hand account of one painter’s passion for capturing the world around him. It also tells the heart-warming story of Milan’s decision to settle in England and marry Roz, and how he went on to make a name for himself as a freelance artist here.” Simon Berry from English Lakes Hotels commented: “Fields of Marks is a real collector’s item for art enthusiasts, especially those keen to support fine art and artists in the North West. With Roz’s book being published during Milan’s gallery exhibition at Low Wood Bay, it was perfect timing for us to host the launch and celebrate their success.” Before writing Fields of Marks, Roz Ivanič worked in secondary, further and higher education, including in the Linguistics Department at Lancaster University, and specialising in the teaching of writing. She has previously published books and articles about her research on identity in academic writing, and on everyday literacies as resources for learning. Fields of Marks is on sale at Low Wood Bay Resort & Spa at a reduced price during Milan’s current exhibition, Capturing the Northern Landscape, which runs until the new year. Copies can also be ordered by contacting info@gavaganart.com

Independent insurance and risk management firm TL Dallas has strengthened its senior leadership team with the appointment of Mark Whiteley as head of trade credit. Mark joins the Bradford-headquartered, family and employee-owned group following a strategic career spanning more than 30 years in the credit insurance and broking sector, including senior leadership roles at Xenia Broking. Mark previously played a key role in shaping Xenia’s digital strategy and driving growth through enhanced business relationship management. His experience includes leading digital transformation programmes, developing industry partnerships and supporting clients across complex trading environments. Commenting on his appointment, Mark said: “During the past 30 years, I have consistently looked at TL Dallas with the utmost respect due to the exceptional calibre of their team and the high standard of service delivered to clients." “It’s an exciting time for TL Dallas, which has made several high-profile acquisitions in recent years and is now keen to invest in further developing its trade credit offering in today’s uncertain environment, which represents a highly compelling proposition." “I would also like to extend my appreciation to Peter Hodgson, who has led the team for the past year, facilitating a smooth transition after Simon Hyde’s retirement. I am now looking forward to continuing to work with Peter, in his new strategic Group role, and the rest of the Board." “Looking ahead, I anticipate engaging with colleagues and clients across the trade credit industry, as well as supporting colleagues throughout the wider organisation. In addition, I look forward to collaborating with our stakeholders, especially insurers, who are already endorsing the investment in expanding this income stream.” Group managing director, Polly Staveley, said: “Mark brings deep sector experience, a strong track record of digital innovation and a clear understanding of how trade credit solutions can support clients in volatile markets. His leadership will be central to the next phase of our investment in trade credit, building on the strong foundations laid by Simon Hyde and the momentum developed by Peter Hodgson, who I am pleased to say will continue with the business in a group board role." “Demand for trade credit insurance continues to grow as businesses seek greater protection from insolvency risk, supply chain disruption and late payment. Mark’s insights and commercial expertise will help us expand our capabilities and deliver even greater value to clients across the UK.” TL Dallas has been providing trade credit insurance for more than 50 years and works with clients across the UK. The group employs more than 220 people across 14 offices.

SMEs say the Chancellor squandered a prime opportunity to ease pressure and stimulate expansion, new post-Budget polling finds. Nearly 500 SMEs have delivered a blunt verdict on last week’s Budget, with seven in ten calling for a cut in corporation tax in a snap poll run by Azets following the Chancellor’s statement. The online vote – conducted during a post-Autumn Budget webinar run by Azets, the UK top 10 accountancy and advisory supporting more than 80,000 businesses – reflects growing frustration among SMEs that the Budget offered “no meaningful relief” after a period of rising costs and faltering confidence. Peter Gallanagh, Azets’ UK&I CEO, said the Chancellor had “missed a golden moment” to back UK businesses by failing to signal a path towards a lower corporation tax rate, and called for the Chancellor to aim for Ireland’s 12.5%; the UK’s main rate is 25% for companies with profits above £250,000. Azets’ analysis of UK tax revenues shows that cutting the rate to 15% could potentially save businesses a total of around £36 billion, £4,000 for an SME making £70,000 a year profit and around £100,000 for a firm making £1m a year profit. Peter said: "Ireland’s 12.5% corporation tax rate has made it a magnet for global investment – creating jobs, boosting infrastructure and increasing tax revenues despite the lower rate." “The UK government needs to follow its example and introduce a corporation tax rate that allows businesses to reap the same level of benefits, encourages more multi-national companies to set up a base in Britain and creates extra tax revenue and more jobs. A decisive move in that direction would have sent a clear message that the Government sees business as a partner in growth, not simply a revenue line for the Treasury.” Gallanagh said SMEs were already under strain from rising employer national insurance contributions (costing £25bn a year), minimum wage increases, and the long tail of cumulative inflation – up more than 28% since the pandemic. “The Budget tightened the screws further,” he added. “Our snapshot webinar poll saw nearly 70% of respondents vote for a reduction in corporation tax to stimulate the UK economy – a clear indication of emphatic support by SMEs for change.” “SMEs were hoping for a pro-business statement, but instead got higher costs and no roadmap for making the UK more competitive. It’s hard to see how growth accelerates when the very businesses driving it face more pressure, not less.” According to government figures, corporation tax receipts for 2024-25 were £97.2 billion, up by 4% from the previous financial year and reflecting the full-year effect of the main rate increasing from 19% to 25% from April 2023 under the previous government. Parliamentary figures show that corporation tax in the last financial year was the fourth largest generator of public sector receipts after income tax at £305 billion, VAT at £172 billion and NICs at £171 billion. The latest results of Azets’ SME Barometer showed 45% of UK firms showed some form of pessimism about the economy, with a mixture of economic, political and geopolitical issues UK businesses’ biggest cause of concern: 53% are worried about higher labour costs, 50% are worried about a volatile and changing tax landscape, 45% are worried about reduced profit margins, and 41% are worried about geopolitical events. Gallanagh said a meaningful CT reduction would have given SMEs vital breathing space and helped unlock expansion, investment and job creation. “A lower rate would absolutely reduce Treasury income in the short term – but in the medium term it supports growth, investment, jobs, supply chains and ultimately increases tax receipts.” Before the Budget, Azets wrote to the Chancellor proposing seven practical measures to ease SME pressures, including a corporation tax threshold change.

UK small and medium-sized enterprises (SMEs) that are preparing to switch off for Christmas will leave themselves vulnerable to attack, according to new research commissioned by global cybersecurity company Kaspersky . The survey of 500 SME owners across the UK reveals that Christmas shutdowns have become a major cybersecurity blind spot. Nearly a third will close for three to five days, while others extend their break to a week or longer. More than four in five SMEs plan to close their business for at least a day over Christmas, while just 19% will remain fully operational throughout the festive period. Worryingly, IT oversight during holiday season downtime is inconsistent at best. While half of SMEs rely on in-house IT teams or external providers, a quarter will leave cybersecurity in the hands of non-specialist staff, and one in four admits that no one monitors their systems at all while the business is closed. This risk is sharpened by PwC’s Minimum Viable Company (MVC) concept, which highlights the essential services and systems that must remain protected to keep an organisation operational during disruption. For SMEs — whose critical functions are often concentrated in just a few technologies, processes and suppliers — even a short lapse in monitoring over Christmas can expose precisely the assets needed to stay viable. Despite this lack of specialist coverage, 82% of SMEs describe themselves as confident in their cybersecurity during the Christmas period. This over-confidence, combined with a lack of vigilance, is especially concerning, given that 35% of SMEs have experienced a confirmed or suspected cyber incident during a previous holiday season. The research shines further light on the potential for complacency, with almost a quarter (22%) of SME owners saying they are not worried about any particular cyber threat over Christmas, though phishing and ransomware remain among the most feared risks for those who are concerned. When asked what preparations they make before closing for the holidays, SMEs most commonly cited backing up data or installing routine updates, but roughly one in eight take no cybersecurity precautions at all, and only a minority test their incident response plans or warn staff about seasonal phishing scams. Looking to 2026, many SMEs acknowledge the need to strengthen their defences, but plans remain vague. While businesses express interest in improving backups, threat detection and staff training, only 19% say they will definitely invest in cybersecurity in the year ahead, and almost as many say they are unlikely to invest at all. “A toxic selection box of holiday pressures, year-end work deadlines, financial demands, and social obligations means December can be one of the most stressful times of the year. This is especially true for small business owners, who often take on more than their fair share of the workload over the festive period. IT security can slip off the ‘to do’ list for some,” warns Anna Papla, UK territory channel manager at Kaspersky. “Cybercriminals will take full advantage of vulnerabilities as many businesses shut down operations. But extended closures don’t have to mean extended exposure. With the right alerting and backup practices, SMEs can enjoy a very Merry Christmas.”

The workplace has changed faster than most leadership teams have adapted. Employees are expecting more clarity, more honesty, and a leadership presence they can actually read. Gen Z’s growing influence is speeding this up. Their standards around communication are reshaping what good leadership looks like inside UK businesses. Recent data backs this shift. Gallup reports that 85% of employees feel more engaged when leaders communicate openly. Edelman found that 82% trust a company more when its leaders are visible. And LinkedIn’s B2B Institute confirmed that 63% of people look at the leader before the company. The message is clear: people don’t just work for brands. They work for leaders. Libby Crossland, co-founder of The Leadership Visibility Co . (LVCo), sees this every day. “Most leaders assume their teams already know what they’re doing behind the scenes,” she says. “They don’t. When you leave people guessing, you create tension in the business that you never intended.” Here’s what employees are looking for from leadership in 2026. Clear, Steady Communication Employees want regular updates, not last-minute announcements that arrive during moments of pressure. It doesn’t need to be perfect, but it does need to be present. “Teams settle when they understand the thinking at the top,” Libby adds. “It’s not about the philosophical big speeches. It’s the small, consistent check-ins that keep people grounded.” Gen Z, in particular, expect leaders to communicate in a way that feels real and authentic, not rehearsed. They value directness, context, and leaders who don’t hide when things feel uncertain. Leadership Visibility That Feels Human Leadership visibility is about showing enough of your voice and judgement that employees feel oriented. Suzie Thompson, LVCo co-founder, works with leaders across SMEs, FTSE environments and high-growth businesses. She sees a pattern: “People pay attention when a leader talks like themselves. Straight answers and clear intentions, whilst dropping the corporate mask. When leaders speak that way, teams lean in and trust grows.” Research backs this up. Within companies where leaders show up consistently, internal trust rises, hiring moves faster, and culture stabilises. A Window Into How Decisions Are Made Employees want insight into the reasoning behind a major decision. They don’t need to know every detail, but they do need enough to understand the direction. Suzie explains it simply: “You don’t need to justify every decision. You just need to bring people with you. A sentence or two about the ‘why’ goes a long way.” Gen Z place a high value on fairness, transparency, and accountability. Leaders who explain their judgement build credibility. Leaders who avoid it lose it. Consistency Through Uncertainty The last few years have been shaped by rapid shifts: AI, hybrid working, inflation, restructures, industry disruption. In this climate, silence is unnerving. Harvard Business Review’s research shows that employees now rank clear communication from leadership as one of the strongest predictors of trust and satisfaction. “If leaders stay invisible during uncertain periods, teams start guessing,” Libby notes. “And guesses nearly always head in the wrong direction.” Being a Person, Not A Title Employees don’t need personal oversharing. They simply want enough of a sense of the person behind the role to understand how they operate. It’s the difference between working with someone and working under someone. Suzie puts it bluntly: “People follow humans, not job titles. When a leader shows even a fraction of who they are, everything softens. You get honesty, better conversations, and far less friction.” Why This Matters For 2026 The organisations that thrive in 2026 and beyond will be the ones where leaders show up with clarity and intention. Employees want leadership they can rely on. Leadership they can understand. Leadership that communicates early, not after the fallout. LVCo’s message is simple: "Make your leadership visible in the ways that really matter to your team. Your people notice it, respond to it, and they make better decisions because of it."

Most family businesses begin the investment conversation in the same way. You focus on what you know well. The markets you have built. The growth you have achieved. The momentum you can feel. You think about the numbers you will present and the commercial story you want to tell. All of this matters, and investors will study it closely. What often comes as a surprise is how quickly the conversation moves from the numbers to the people behind them. The People Story Behind The Numbers When a family business opens the door to investment, the questions that follow are rarely about profit alone. They are about leadership. They are about how decisions are made. They are about the family’s future role. These questions begin quietly, then become central to an investor’s view of the opportunity. Many families find this unexpected, because so much of what works internally is instinctive rather than planned. Roles evolve. Responsibilities shift. Decisions flow naturally through relationships, not reporting lines. It works because the family knows one another well. But to someone looking in from the outside, that instinct can feel hard to interpret. Investors want to understand how the business is actually led, and this conversation rarely starts with an organisational chart. They want to know how the family works together in practice. Who shapes decisions. Who carries the operational load. Which parts of the business rely on long-standing habits rather than formal systems. Families often find themselves explaining arrangements that have worked perfectly for years but are difficult to describe in a way that instils confidence. The Leadership Bench Beyond The Family The non-family team attracts just as much scrutiny. Investors are usually impressed by the loyalty and commitment they see. Many family businesses have people who have stayed for decades and who care deeply about the work. But investors also look for balance. They want to understand where the business is strong and where it is stretched. They want to know whether the leadership bench is equipped for the next phase, not just the current one. Families often know where the pressure points sit, but have never needed to articulate them. Once investment is on the table, those unspoken realities matter. How Decisions Are Made When No One Is Watching Decision making is another area investors look at closely. In many family businesses, decisions are made quickly and without ceremony. A conversation in the office. A quiet agreement between generations. A phone call between siblings. It works because trust is high and relationships are long standing. Investors are not looking to change this. They simply want to understand it. They need to know whether the business will still move at pace as it grows, and whether decision flow will remain strong if one or two key people become stretched. They are looking for resilience, not rigidity. The Future Role Of The Family Sooner or later, the conversation shifts to the future, and this is often the moment families find most challenging. Investors will ask what role the family wants to play after investment. They will ask how responsibilities might evolve. They will ask who is ready for more and whether succession has been considered beyond broad intention. Families who work well together often assume alignment without having discussed it. Investment brings those assumptions to the surface. For the first time, the family must describe how they see the next chapter, not just believe it will work itself out. Culture And What It Means For Growth Culture is another area that sits silently beneath the surface until investors start asking about it. Family business cultures are often built on long-term relationships, shared values and deep loyalty. People know what the family stands for and they try to uphold it. Investors value this more than most founders realise. But they will want to know whether the culture can stretch as the business grows. They look for signs that the business can welcome new people, adapt to new demands and hold firm to its values without relying entirely on personal relationships. Preparing For The Questions That Matter Most None of these questions are designed to unsettle a family. They are simply the questions that determine whether a business is ready for a more demanding chapter. Many families prepare diligently for the financial and commercial aspects of an investment discussion, yet enter the leadership conversation with far less clarity. The reality is that the people story carries as much weight as the financial one. It shapes confidence. It influences valuation. And it determines how straightforward the future relationship with the investor will be. Families who take time to reflect before the first investor meeting put themselves in a far stronger position. They think through how the family works today and how it might work tomorrow. They look honestly at the strength of the leadership team and understand where development or support might be needed. They talk openly about future roles rather than assuming answers will surface later. They consider how their culture can grow without losing what makes it special. In doing so, they discover something important. Preparing for investment is not just about presenting the best version of the business. It is about understanding the business more deeply. What has made it resilient. What has carried it this far. And what it will require as it moves into a new chapter. Good investors know that numbers tell only part of the story. Families who understand the people story and can explain it with clarity and confidence give investors something far more valuable than a financial model. They give them trust. They give them visibility. And they give themselves the best chance of securing the right partner for the future. About the Author - David Twiddle, Managing Partner at TWYD & Co ., specialises in the people and leadership challenges that shape family businesses. He works closely with founders and multi-generation families to bring clarity to roles, decision making and future leadership. His perspective is grounded in more than twenty years advising family enterprises across the UK.

Fairness is one of the most cherished values within families, and many parents in family businesses go to great lengths to treat their children equally. Yet, when a business is involved, along with money, legacy and leadership, the concepts of fairness and equality quickly become complicated. For families with more than one child in the next generation, what seems like an honourable commitment to equality can sometimes become the very source of conflict that undermines both family harmony and business success. Why Equal Doesn’t Always Mean Fair Parents often assume that fairness means treating each child the same. It feels safe, intuitive and protective of family unity. However, equality rarely reflects the realities of business life. Children grow into adults with different talents, ambitions and temperaments. One may be deeply committed to the business while another chooses a different career path entirely. Some siblings have strong managerial or entrepreneurial instincts; others are better suited to governance roles, or may prefer to be passive shareholders. When all siblings are given the same opportunities, responsibilities or influence regardless of these differences, the attempt at fairness can unintentionally create a sense of inequality. Those working hardest may feel exploited, while those less involved may sense pressure or inadequacy. As Paul Andrews, Founder and CEO of Family Business United explains, "This is one of the biggest issues facing parents who want to treat their children equally but it can be far more complicated than expected and tugs at the heart strings for many, especially if some are in the business and some not." Equal Ownership, Unequal Consequences Ownership distribution is a particular flashpoint. Many families divide shares equally among siblings to avoid the appearance of favouritism. But equal ownership can create tension when only one sibling is actively running the business. The managing sibling may feel responsible for generating value for everyone, while their brothers or sisters, who may be uninvolved, still expect dividends and have an equal vote on major decisions. Inactive siblings, meanwhile, may feel dependent on the active one, lacking the influence to safeguard their own interests. Conflicts then arise around reinvestment decisions, risk appetite and strategy, paralysing the business’s ability to move forward. As Paul continues, "Developing frameworks and governance procedures to enable appropriate involvement of the family members in the business decisions, or not, is important as it will help to define roles and responsibilities and minimise potential for disagreements. Rules are important as is the need for each individual to understand their role and how to fulfil it appropriately, and that may mean just being a responsible owner for some." The Succession Minefield Succession heightens these issues further. The leadership conversation becomes emotionally charged when more than one child might want to run the business, or when none of them do. Parents often avoid choosing a successor for fear of hurting someone’s feelings or being seen as biased. But postponing the decision rarely helps. Childhood rivalries, birth order expectations and old family dynamics quickly resurface. The eldest may assume leadership is their birthright; the most capable may feel guilty or defensive; the overlooked may harbour frustration or resentment. Succession is, at its core, one of the most profound tests of fairness within a family firm. As Paul continues, "This is a really difficult situation for many and may necessitate difficult conversations but at some point a decision needs to be made." "Creating a framework for determining successors and the process of selecting the next leader can really help to dispel some of the emotion but ultimately the best person for the role is the one that should be selected, however difficult that decision may be to take." "External advisers can certainly help in this area and open, honest conversations along the way can too." Emotional Undercurrents and Long Memories These emotional undercurrents run deep. In family businesses, siblings do not meet one another as neutral colleagues; they carry decades of shared history. Perceptions of parental favouritism, differing relationships with the founder and long-standing insecurities colour their interactions. Business disagreements often become entangled with personal narratives: assumptions about who was always “the favourite”, who “works harder”, or who “never understood the business”. Without clear structures and open communication, these sentiments can disrupt even the strongest operations. Redefining What Fairness Really Means Much of this turmoil stems from a misunderstanding of fairness. True fairness is not about identical treatment or symmetrical outcomes. Instead, it relies on clarity, consistency and respect. Families that recognise the distinction are better positioned to create equitable systems in which siblings feel valued, even if their roles and rewards differ. This may involve allocating responsibilities based on competence, defining transparent employment and remuneration policies, or acknowledging that ownership and management do not have to be linked. Governance Tools That Prevent Tensions Practical governance tools can help families navigate these complexities. A family constitution brings transparency by outlining shared values and setting clear expectations for ownership transfer, employment, compensation and dispute resolution. Independent board members introduce objectivity, helping separate emotional issues from strategic ones. Well-defined employment policies prevent accusations of nepotism or bias, while thoughtful ownership structures—such as separating economic rights from voting rights—can protect both active and inactive shareholders. Most importantly, succession planning should be treated as an ongoing dialogue rather than a sudden announcement. Towards a Constructive Model of Fairness Ultimately, the most successful family businesses are those that embrace fairness as a thoughtful, intentional design rather than a simplistic formula. They acknowledge that siblings are individuals with different strengths, dreams and contributions, and they plan accordingly. As Paul concludes, "When the next generation understands not only the decisions made but the principles behind them, they are far better equipped to work collaboratively." "In these families, fairness becomes a foundation for unity, not division, and the business stands a far stronger chance of flourishing through the generations."

Make UK is warning manufacturers that they risk facing substantial fines and even potential shutdowns through a failure to address key workplace health issues. The warning comes as the Health & Safety Executive (HSE) is now focusing far more pro-actively on workplace health as part of routine inspections. This is in response to a new ten year strategy to reduce workplace ill-health which has escalated significantly in recent years. According to the latest HSE data published last month, 1.9 million workers were suffering work-related ill-health in 2024/25, an increase of 200,000 from the same point last year. Almost all this increase was down to stress, depression & anxiety which increased from 776,000 to 964,000 cases. The increase in workplace health related issues amounts to over 30 million working days lost, costing the UK approximately £14bn bn a year. Figures also show that in 2024 HSE completed 246 criminal prosecutions with a total fine value of £33 million, of which half was related to workplace health. The new HSE strategy focuses on six key areas: manual handling; display screen equipment, COSHH, noise, mental health & stress. As a result, all HSE inspections are now focusing as much on health as on safety with inspectors routinely asking businesses what hazards they are addressing, what controls companies have in place and what processes are in place to ensure these controls are working. According to Make UK, unlike safety where the risks are more obvious and immediate and therefore easier to address, understanding the impacts on health is typically less obvious, harder to assess and, most importantly, can show itself years’ later meaning that employers can be at risk of prosecution in the future. Make UK is committed to improving health outcomes in UK workplaces & continues to support it’s members by offering expert advice, exemplar templates and even state of the art software solutions aimed at tackling this issue. Help for employers can be accessed via the link below. healthy workplaces | Make UK Commenting, Chris Newson, Director of Environment, Health & Safety at Make UK, said: “This is a welcome move from HSE to place workplace health on the same footing as safety in terms of importance given the alarming increase in workplace health issues. Manufacturers need to be aware of this dramatic new focus on enforcement by HSE and ensure they are addressing health as part of their routine controls for safety in the workplace." "This will come up more and more when inspections take place and companies need to ensure they have sufficient processes in place to maintain workplace health and controls to ensure these processes are working. Failure to do this will leave them at risk of potential prosecution and, in extreme circumstances, shutdowns until the issue is resolved.”