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.”

Lidl GB has published its first ever socioeconomic impact report which reveals that it generated £14.5bn in Gross Value Added (GVA) through its operations and supply chain in the financial year 2024 alone. As fastest growing bricks and mortar grocer for over two years running Lidl offers more value for people and is taking its suppliers, customers and colleagues on its journey to bring value to all. Coined as ‘the Lidl Effect’, the economic benefits driven by Lidl via its operations, investments and employment extend far beyond the basket. For example, Lidl is a significant taxpayer and in FY24 paid over £1 billion in tax which contributes towards public services such as the NHS, education, transport and state pensions. The report also highlights that for every £1 of direct value created by Lidl GB, its British suppliers generate an additional £7, with a further £2 added across the wider value chain. As part of its commitment to Backing British, Lidl invested £5.8bn in British food in FY24, with over two-thirds of the discounters’ products sourced from British suppliers. In this way, Lidl helps its suppliers to grow in order to build long-term and sustainable relationships. Through its direct operations and wider supply network, Lidl also supports 281,813 jobs both directly and indirectly in Britain from farm to factory. Underscoring the vital role Lidl plays in driving economic development in Britain. Reaching households from Dingwall in the highlands of Scotland to Penzance in Cornwall, Lidl stores across the country represent the positive impact the discounter delivers to communities. Every store and warehouse is linked to local charities to provide greater access to affordable, high-quality food through its surplus food donations, activated through charity partners including Neighbourly. 11% of UK households experience food poverty and the donations made through Lidl in 2024 provided 18.5 million meals, supporting 6.8 million people in need. Ryan McDonnell, CEO of Lidl GB, said: “We’re incredibly proud of the socio-economic impact that our operations bring to communities in Great Britain. Given that we’re on track to open hundreds more stores across the country, we’re encouraged by the numbers reflected in this report because they demonstrate our tangible contribution to the British economy as a whole." "Cutting the ribbon on our 1,000th store is a milestone moment for us as we celebrate not just another new Lidl, but the meaningful impact it will have. We know there are still many communities which could benefit from the Lidl Effect so we remain laser focused on delivering that through our ambitious growth plans.” Business Secretary, Peter Kyle said: "It’s brilliant to see a retailer like Lidl thriving in the UK, opening new stores, supporting a quarter of a million jobs and delivering billions for our economy. This milestone shows the confidence businesses have in our plan for growth, and I’m excited to see more opportunities like this open up in communities across the country." Since opening its first store in Great Britain in 1994, Lidl has been going from strength to strength – now reaching over 60% of British households and employing over 35,000 colleagues. Its teams are the backbone to its success and competitive pay is central to the discounter’s commitment. For example, during FY24, this resulted in pay awards totalling £392million above the UK Living Wage benchmark. The inaugural report comes as Lidl marks the opening of its 1,000th store in GB at East Grinstead, not only celebrating another new Lidl, but the socioeconomic impact it will make. The discounter shows no signs of slowing as Lidl invested £478million in the development of new stores and distribution centres in 2024, and renewing that investment, with £500million planned for its expansion plans this year. Looking to the future, the discounter is continuing to expand at pace and is committed to bringing suppliers and the next generation along in its journey, thereby creating genuine added value. Over the next five years, Lidl intends to double its original sourcing investment into British suppliers, to the value of £30bn. Plus, through its nationwide schools’ programme Lidl Foodies, over 250,000 primary school children will learn the importance of healthy, sustainable eating. Now in its second year, the initiative represents an investment of £650,000 over two years.

Family businesses occupy a unique space in the corporate landscape. Unlike publicly listed companies, they are built on relationships that predate formal contracts and financial statements. Loyalty, legacy, shared history and even love often intermingle with strategy, profit and growth. While this can be a source of extraordinary strength, it also brings challenges. Emotional differences and diverging perspectives among family members are among the most persistent and difficult issues to manage, and if left unaddressed, they can threaten both family harmony and business sustainability. The Emotional Landscape of Family Firms Unlike conventional businesses, family enterprises are shaped by multiple layers of emotion. Pride, loyalty, rivalry, fear and even resentment often influence decision-making. Older generations may feel a strong custodial responsibility to preserve the legacy of the business, while younger members may seek to innovate, modernise or challenge established ways of working. Siblings or cousins in leadership roles may compete for recognition, influence or succession, intensifying personal dynamics. These emotional undercurrents can subtly affect strategic choices, investment decisions and interpersonal relationships, sometimes with long-term consequences for the business. Recognising that emotions are an inescapable feature of family firms is the first step toward managing them effectively. Attempting to suppress or ignore feelings often magnifies conflict, whereas acknowledging them allows for structured dialogue and resolution. In practice, this means leaders must combine emotional intelligence with business acumen, navigating both the rational and relational aspects of decision-making. The Impact of Differing Perspectives Family members often bring very different perspectives to the table, shaped by generational experience, personal ambitions, functional expertise and cultural exposure. An elder family member may prioritise stability and risk avoidance, emphasising incremental growth and the preservation of legacy. Younger members, by contrast, may focus on innovation, market disruption or rapid digital adoption. These differing viewpoints are not inherently problematic; in fact, they can be a source of competitive advantage if managed constructively. The challenge lies in preventing divergence from descending into personal conflict or paralysis in decision-making. Differing perspectives also extend beyond strategy into governance, succession, finance and daily operations. For example, disputes may arise over reinvestment versus dividend policies, expansion versus consolidation, or the allocation of leadership roles. Without mechanisms to reconcile these differences, decisions can be delayed, morale can suffer, and opportunities can be lost. Structured Communication: The Key to Harmony Communication is the cornerstone of managing emotional and strategic differences. Family firms that thrive over generations often establish regular, structured forums for discussion. Family councils, advisory boards, and regular strategy meetings provide spaces where emotions can be expressed in a controlled environment, perspectives can be aired respectfully, and decisions can be recorded formally. Equally important is the establishment of clear communication protocols. Family members must learn to separate personal feelings from business decisions, use language that is inclusive rather than confrontational, and actively listen to opposing viewpoints. Facilitated sessions with neutral moderators, whether internal or external, can help ensure conversations remain productive and avoid escalation into personal disputes. Professional Governance as a Neutralising Force Professional governance structures can help mediate emotional and perspective-based tensions. Independent board members, family councils, and formalised decision-making procedures provide objective frameworks for debate. By introducing impartial voices and codifying processes for strategic decisions, family members are less likely to feel marginalised or overruled. Governance also sets boundaries for roles and responsibilities, reducing ambiguity and the personalisation of conflict. Many successful family firms establish protocols for conflict resolution, including the use of professional mediators or arbitration clauses in family agreements. These mechanisms not only manage disagreements but signal a culture in which conflict is acknowledged and addressed rather than ignored or suppressed. Building Emotional Intelligence Across Generations Sustainable family firms invest in the development of emotional intelligence across all members, particularly those in leadership positions. Training programmes that focus on self-awareness, empathy, conflict resolution, negotiation, and collaborative decision-making equip family members to manage both their own emotions and the emotions of others. Encouraging mentorship and cross-generational dialogue also allows younger members to understand the rationale behind elders’ decisions, while older members gain exposure to new ideas and approaches. A culture of psychological safety is essential. Family members must feel comfortable expressing dissenting opinions without fear of personal or reputational consequences. Creating this environment requires deliberate effort and modelling by senior leaders, demonstrating that differing perspectives are valuable inputs rather than threats. Succession and Emotional Management Succession planning is perhaps the most emotionally charged process in any family business. Decisions about who will lead next can provoke anxiety, rivalry, or resentment. Transparent processes, staged transitions, and objective criteria for evaluating candidates can reduce tension and create legitimacy. Family businesses that openly discuss expectations, roles, and responsibilities — ideally in writing and with professional guidance — are better able to separate business reasoning from personal sentiment. Succession planning should also include support for those stepping back from leadership roles, ensuring they remain engaged and valued without creating friction with incoming leaders. By managing both the business and the emotional dimensions of succession, family firms increase the likelihood of smooth transitions and long-term continuity. Leveraging Diversity of Perspective for Growth When emotional differences and diverse perspectives are managed effectively, they become strategic assets. Generational diversity can drive innovation, encourage critical thinking, and balance risk. Emotional awareness can strengthen leadership, improve stakeholder engagement, and foster a resilient corporate culture. Family firms that learn to harness, rather than suppress, these human dynamics often outperform competitors, combining the stability of tradition with the adaptability of fresh ideas. Emotional Mastery as a Leadership Imperative Family firms are human enterprises as much as commercial ones. Managing emotional differences and divergent perspectives is not a distraction from the business; it is central to its sustainability. By combining structured communication, professional governance, emotional intelligence, and transparent succession planning, family businesses can turn potential points of tension into sources of strength. The companies that succeed over generations are those that treat the emotional dimension of leadership with the same seriousness and rigour as financial, operational, and strategic management, recognising that people, not just processes, are the ultimate foundation of enduring success.

SMEs are borrowing more to pay for insurance underlining the importance of credit to help with budgeting as premiums increase, new research from the UK’s leading insurance premium finance company, Premium Credit , shows. Premium Credit’s Insurance Index, which monitors changes to insurance buying trends, found one in three SMEs (33%) who use credit to pay for insurance have borrowed more this year than in the previous year. The average amount borrowed was £1,600, nearly double the £820 recorded last year and higher than the £1,100 recorded two years ago. However, the main reason for taking on more credit highlighted by 44% is that it is more convenient, compared with 37% who blamed higher premiums for the increase and 35% who pointed to the rising costs of materials. The research found around half (49%) of SMEs value the ability to pay insurance monthly through finance offered by insurers or premium finance including 19% who use it for all bills. The key reason cited by two in five SMEs for valuing the ability to pay monthly is that it helps with budgeting while 1 in 3 say it improves cashflow. That is reflected in the growing popularity of using premium finance or finance provided by insurers. Around 62% of SMEs which use credit rely on premium finance or finance from insurers, compared with the 44% recorded by last year’s index and 33% two years ago. Use of credit cards has dropped slightly to 44% from 49% last year while 28% of SMEs in this year’s index used personal or business loans compared with 22% last year. Around a quarter (23%) of SMEs said it has been more difficult to secure credit in the past 12 months which is higher than the 10% recorded last year. Premium Credit’s research shows the cost of not having insurance for SMEs – around 22% say they were unable to claim for damage to property or belongings in the past five years because they did not have insurance or their cover was not good enough. That compares to 15% recorded in last year’s index and 12% two years ago. Around two out of five (38%) were unable to claim for £3,000 or more. Owen Thomas, Chief Sales Officer, at Premium Credit commented: “SMEs are borrowing more to pay for insurance but convenience rather than the rising cost of premiums is the main reason for the increase in borrowing." “Credit can play a role in supporting business growth by enabling firms to better manage cash flow and invest money elsewhere, with substantial numbers of firms using credit to ensure they maintain important insurance cover." “The research demonstrates that premium finance and finance offered by insurers are playing a growing role in providing credit to SMEs to help with for the cost of insurance.”

Brewers Louth has found a meaningful way to put unsellable paint to good use—by donating it to a remarkable new community project creating sensory rooms for neurodivergent children. The non-profit initiative, launched by a local husband and wife raising a neurodivergent child, was born from their own search for supportive, calming spaces in Louth and surrounding areas. Recognising a lack of dedicated environments for children with sensory needs, and limited opportunities for parents to find respite, they set out to create safe, soothing, and interactive rooms for families who need them most. The couple has spent months developing sensory spaces filled with engaging features for children, alongside tranquil areas where parents can relax. Branch Manager Alex Furnish said the partnership came together naturally. “We had some paint that we didn’t want to go to waste. I offered it to the couple, and they very gratefully accepted,” he explained. “After months of planning and hard work, they invited me down to see what they had created and to share their gratitude toward Brewers.” Alex added that the project resonates strongly with the team’s values: “These guys really are helping make the world a brighter place, and I thought that tied in beautifully with our ethos. Sometimes it’s just a bit more than a job.”

Succession has long been discussed as one of the most challenging concerns for the family business sector and we wanted to explore the topic and gauge opinion as to how families in business are addressing the challenge in our short succession planning survey. Our short survey looks at the options available and will seek to understand the attitudes of family businesses to the options available to them, as well as to consider the likely outcomes in the future. Will the next leader be a family business member? Will the next leader come from within the family business? What are the drivers and measures of success? Family business leaders are encouraged to complete and submit the short questionnaire below to help us determine the prevailing succession planning landscape and gauge the opinion of the sector. Thank you in advance for everyone taking part. We really do appreciate it.

Amid the myriad of Budget announcements, there are a number of tax measures which will impact family businesses. While some measures are likely to increase the tax burden, there are others which may be of help. Some of the more interesting measures included the following: Dividend Tax Rate Increases The Budget introduced higher dividend tax rates (by an additional 2% rate) which will increase the tax charge for many family shareholders extracting funds by way of dividend. Interestingly, the increase in dividend tax rate will not extend to the top rate of dividend tax. This will continue to apply at a 39.35% rate. The adjustment to dividend tax rates will take effect from 6 April 2026. Savings And Property Tax Rate Increases For those individual family owners who make interest-bearing loans or who let their premises to the family company, there are higher tax rates which will apply to such income. The tax rate charged will increase by an additional 2% and will take effect from 6 April 2027. Transferable £1 Million APR/BPR Allowance Thankfully, the Government announced that it will enable the £1 million 100% Agricultural Property Relief (APR) and Business Property Relief (BPR) allowance to be transferred between spouses. Previously, the unused allowance of a spouse would have been lost on death. Any unused allowance will now be capable of being transferred to the benefit of the surviving spouse effectively ensuring that a £2 million 100% APR and BPR allowance will apply to married couples regardless of how they own the agricultural or business assets as between them. While it may not have been the announcement that many business owners were hoping for, this is a welcome common-sense change and will reduce the level of complexity that would otherwise have arisen. Employee Share Option Expansion The Government has widened access to a tax efficient employee share option scheme known as the Enterprise Management Incentive (EMI) Scheme. This scheme is now capable of benefitting more established businesses as it can extend to companies with the following: Gross assets: of up to £120 million (up from £30 million) Employees: up to 500 (up from 250) Share option value: up to £6 million (up from £3 million). This could be particularly helpful to family businesses which were previously too large in size to benefit from the scheme and that wish to incentivise key employees who are non-family members to help drive the business forward. Expanded Venture Capital Incentives The Government has doubled investment thresholds for Enterprise Investment Scheme (EIS) and Venture Capital Trusts (VCT), widening access to tax relief for external investors. By way of example, EIS qualifying companies are able to raise total EIS qualifying investment of up to £10 million annually (compared to £5 million previously) or up to £20 million for “knowledge intensive companies”. In addition, companies with gross assets of up to £30 million can now potentially qualify for such investment (compared with £15 million previously). For many family businesses, attracting EIS relief qualifying investment is out of reach due to the age of the company. However, in cases where family businesses have diversified their activities and set up businesses in the recent past, these changes will be helpful in facilitating external investment. Other Budget Announcements The Government also published two Budget related documents on “Entrepreneurship in the UK” and “Tax Support for Entrepreneurs: Call for Evidence”. The stated aim of the Call for Evidence is to ensure “that the tax system can help to unlock the UK’s scale-up potential” and to address the problem of too many promising firms feeling “compelled to look abroad for capital and opportunity as they grow”. Based upon these published documents, it seems clear that the Government recognises that it needs to do more to encourage business growth and is looking at ways to support this. However, the abiding feeling is that the Budget represented a missed opportunity and that the Government is moving too slowly in pursuit of encouraging economic growth. About the Author - Gavin Birchall, Partner and Head of Taxes and Trusts at Birketts LLP. Find out more about the work they do for family businesses here

Cryptocurrency holders warned after Budget 2025 reiterates that crypto platforms will start recording the gains made on these assets on 1st January 2026, ahead of sharing it with HMRC. Anyone who buys or sells cryptocurrency is being urged to get their tax affairs in order, after the Government confirmed in Budget 2025 that HMRC will soon start receiving detailed financial information directly from crypto platforms. From 1st January 2026, major cryptocurrency exchanges will be required to collect full transaction records for their UK customers – including how much they paid, how much they sold for and any profits made. This is part of the government’s wider clampdown on tax avoidance. With these platforms to become responsible for recording and, in time, sharing the financial information of crypto holders with HMRC, the tax office will have visibility of the amount of tax that should be paid. From 2027, these platforms will begin sending this information straight to HMRC, giving the tax authority a clear view of people’s gains for the first time. Experts are warning that anyone trading in digital assets – from Bitcoin and Ethereum to smaller tokens – must make sure they are accurately reporting their profits on their self-assessment tax returns. HMRC will use the new data to crack down on undeclared gains. Seb Maley, CEO of tax insurance provider, Qdos , commented: “This marks a major shift in how crypto trading is monitored from a tax perspective. HMRC will soon know exactly who is making gains – and how much." “Anyone who holds or trades cryptocurrency must ensure they are reporting the gains on their self-assessment tax return. HMRC is set to have more information and data at its fingertips than ever before." “With platforms set to keep a record of this information from 1st January 2026, ahead of sharing it with HMRC the year after, the tax office will be able to cross-check tax returns against the data they’ve received." “And it goes without saying, that HMRC will have no hesitation in launching an investigation if the numbers don’t match.”

For generations, British family businesses have been the backbone of the nation’s commercial identity, quietly innovating, crafting and trading in ways that reflect centuries of heritage. Today, many of these firms find themselves eyeing opportunities far beyond their local high street. Exporting, once viewed as the preserve of corporate giants, is increasingly within reach for family-owned companies determined to grow while staying true to their roots. Yet global expansion requires more than ambition. It demands clarity, planning and a steady grip on the values that make family businesses unique. Here, we explore the key pillars that underpin successful exporting for British family firms ready to take their next bold step. 1. Clear Purpose and Long-Term Vision Unlike many publicly listed firms driven by quarterly reporting cycles, family businesses often excel in long-term thinking. This strategic patience is a natural advantage in exporting, where returns are rarely immediate. Before embarking on overseas expansion, successful family firms: Define why they want to export—pursuing sustainable growth, diversifying revenue streams or building brand resilience. Identify how exporting aligns with family legacy and future succession plans. Ensure that the next generation is part of the conversation, especially if they will inherit or manage the international arm. A clear vision creates unity, stability and a shared sense of purpose—qualities that matter immensely when navigating unfamiliar markets. 2. Deep Understanding of Target Markets Exporting is as much about cultural literacy as it is about logistics. British family businesses succeeding abroad invest considerable effort in understanding the subtleties of each new market. This includes: Researching customer preferences, pricing norms and local competitors. Understanding cultural nuances—what resonates, what offends and what influences purchasing decisions. Familiarising themselves with regulatory frameworks, from food labelling laws to product certification or import duties. Developing relationships with local partners who can provide insights and guidance. Family firms often excel at this because they are used to building relationships based on trust and respect. These same values translate powerfully across borders. 3. Product Integrity and Adaptation Without Compromise Strong exporting strategies balance tradition with flexibility. Successful family businesses protect the core identity of their product while adapting where necessary for the international stage. For instance: A heritage biscuit maker might keep its original recipe but adapt pack sizes for Asian markets. A Yorkshire textile mill may preserve its manufacturing techniques while introducing contemporary designs for European consumers. A family-run distillery could maintain its production ethos while adjusting alcohol content to meet overseas regulations. The key is never to dilute the firm’s defining values. Export success is sustained when the authenticity that draws international buyers is preserved—even as packaging, distribution or presentation evolve. 4. Robust Financial and Operational Capability Exporting requires operational resilience. Family firms that scale successfully overseas ensure they have the financial and logistical infrastructure to support expansion without destabilising the core business. This means: Setting realistic budgets and factoring in currency risks, shipping costs and potential delays. Ensuring production capacity can meet new demand without compromising quality. Strengthening supply chains to avoid disruptions, particularly for perishable or handmade goods. Using export finance tools, such as insurance, government-backed loans or payment protection schemes, to safeguard cash flow. Many family businesses excel operationally because “every pound matters”. This financial prudence becomes a competitive advantage when entering export markets. 5. Strong Governance and Delegation As exporting demands increase, so too does the need for clear governance. Even the most close-knit family firm benefits from defined roles, transparent decision-making and effective delegation. Key elements include: Establishing an export lead or team with real authority. Using external advisers—export consultants, accountants or legal experts—to provide impartial guidance. Training staff in international sales, compliance and cultural etiquette. Ensuring family members involved in the business understand their responsibilities and boundaries. Governance brings professional discipline to the warmth of a family enterprise—a combination that is particularly powerful in international trade. 6. Relationship Building and The Power of Trust Family firms often thrive on personal relationships, and exporting amplifies this strength. International buyers are frequently drawn to family-run companies precisely because they offer reliability, honesty and heritage. Successful exporters: Attend trade missions, exhibitions and networking events to meet overseas partners face-to-face. Build long-term relationships with distributors, rather than chasing quick wins. Communicate openly, honour commitments and resolve issues quickly—behaviours that build trust across time zones and cultures. In many markets, especially in Asia and the Middle East, relationships precede transactions. Family businesses, with their natural emphasis on personal connection, are therefore uniquely positioned for success. 7. Digital Competence and Global Storytelling The digital revolution has removed many traditional barriers to exporting. Today, even small family companies can reach global customers through e-commerce and digital marketing. But success requires more than simply having a website. Key considerations include: Professional multilingual content to make the brand accessible overseas. Cross-border e-commerce platforms, from Amazon Global to international Shopify stores. Social media storytelling that communicates heritage, craftsmanship and family values. Data analytics to track international demand and emerging opportunities. Family firms have a rich narrative—roots, generations, traditions—and digital storytelling brings these to life for global audiences hungry for authenticity. 8. Resilience, Patience and the Family Ethic Finally, exporting is a long game. It requires persistence through slow starts, regulatory hurdles, unexpected cultural learning curves and occasional missteps. Family businesses, built on resilience, unity and shared purpose, often have exactly the mindset required to push through challenges. Their strength lies in: Collective decision-making during setbacks. Emotional investment in the firm’s reputation. Pride that drives consistency, quality and endurance. Export success rarely arrives overnight, but for family firms, it can become a natural extension of their heritage, turning domestic history into global opportunity. A Future Built on Heritage British family businesses have always been among the nation’s greatest ambassadors: symbols of craftsmanship, reliability and character. When these firms take their products overseas, they carry with them more than goods, they carry stories, values and an ethos customers around the world increasingly crave. By building on these pillars—clear purpose, market insight, product integrity, operational strength, good governance, relationship building, digital capability and unwavering resilience, family businesses can not only enter global markets but thrive within them. Exporting, for them, is not just a commercial venture. It’s a continuation of the legacy their families have shaped, this time on the world stage.

Hopes that the government might soften its controversial changes to inheritance tax reliefs for businesses and farms have been largely dashed, with only a modest adjustment announced in the Autumn Budget 2024. From 6 April 2026, the 100% allowance for business property relief (BPR) and agricultural property relief (APR) will apply only to the first £1 million of qualifying assets. The Treasury has confirmed, however, that any unused portion of this allowance can now be transferred between spouses and civil partners. The cap will remain fixed at £1 million until 5 April 2031. Under the revised rules, a surviving spouse could combine their own £1 million allowance with that of their deceased partner, potentially allowing up to £2 million of assets to pass tax-free on a second death. While this offers some relief for succession planning, the tighter definitions and limits introduced last year remain unchanged, leaving many estates liable for the 40% inheritance tax on any excess value. Paul Andrews, founder and CEO of Family Business United, described the concession as small and insufficient. “It’s good to see the government acknowledges its original proposals needed revision, but the policy will still have a devastating impact on family businesses and farming families, many of whom face stark choices about what they can retain,” he said. He warned that the sector remains preoccupied with survival rather than long-term investment. “Rather than focusing on growth, many businesses are forced to grapple with inheritance tax challenges. This cannot be good for business, the economy, or the communities these businesses support. We need to continue to challenge these proposals and ensure policymakers hear the real-world impact of these decisions.” He added that Family Business United would persist in supporting the call for a full review, stressing the importance of policies that support family businesses as 'the engine room of the national economy' to help them grow and invest sustainably for future generations.

Imposter syndrome, the persistent belief that one’s success is undeserved and likely to be exposed, has moved from the realm of psychological curiosity to a strategic concern for family businesses. In businesses where identity, inheritance, and performance converge, feelings of fraudulence are not merely individual burdens; they can distort decision-making, succession, governance, and culture. Understanding the Family Business Context Family firms embed work within lineage. A surname carries reputation; ownership is both privilege and responsibility. Such interplay amplifies internal and external scrutiny, making successors, especially those entering senior roles, susceptible to self-doubt. The comparison effect is relentless: founders’ origin stories become yardsticks; high-performing cousins, siblings, or parents serve as immediate benchmarks. When economic volatility, rapid technological change, and public transparency intensify, even capable leaders may interpret normal learning curves as evidence of inadequacy. In this environment, perfectionism compounds the problem. The desire to 'honour the name' can morph into risk aversion, micro-management, or overwork, each masking underlying fears and eroding organisational agility. How Imposter Syndrome Manifests in Family Firms The phenomenon rarely announces itself; it is inferred from patterns. One common manifestation is chronic over-preparation, the executive who delays decisions until there is no residual uncertainty, sacrificing speed and opportunity. Another is over-identification with the role, where leaders avoid delegation to prevent mistakes that they believe would confirm unworthiness. A subtler version appears as credential chasing, degrees, certificates, and endless courses pursued to 'legitimise' authority without addressing the core confidence deficit. Some successors retreat into operational minutiae to avoid strategic visibility, while others over-index on consensus, unwilling to contradict senior family members even when evidence demands it. In extreme cases, imposter feelings drive withdrawal from formal leadership, creating succession vacuums, or push premature exits that destabilise ownership and governance. Gender, Generation, and Diversity Dimensions While imposter syndrome affects all demographics, its contours differ. Women in male-dominated sectors may encounter implicit biases and legacy assumptions about leadership style, compounding self-doubt and elevating the bar for perceived legitimacy. Next-generation leaders educated abroad or entering through non-traditional routes can face scepticism from employees whose loyalty was built with prior generations, intensifying the 'prove it' dynamic. Family members from underrepresented backgrounds, by ethnicity, neurodiversity, or disability, may experience layered scrutiny, heightening the risk of burnout or disengagement if culture and governance do not actively support inclusion. The result is lost potential and constrained strategic diversity, precisely when market complexity demands broader perspectives. Organisational Implications: Strategy, Governance, and Culture At the strategic level, imposter dynamics can skew risk appetite. Firms may miss adjacent growth opportunities, delay digital transformation, or avoid exit decisions in declining segments because leaders seek safety in legacy practices. Conversely, some overcompensate with impulsive pivots to signal boldness, creating volatility without improved performance. Governance suffers when boards enable deference rather than challenge; non-executive directors who mistake politeness for cohesion may overlook evidence of decision paralysis, while family councils can become forums for reassurance rather than accountability. Culture absorbs these signals. Employees learn that perfection trumps learning, that dissent is risky, and that proximity to the family matters more than merit. Over time, this erodes innovation, talent retention, and the credibility of performance systems. Succession and Transition: Capability over Lineage Imposter syndrome is most acute during leadership transitions, particularly when successors inherit roles earlier than planned or amid external shocks. Capability-based succession, anchored in clear criteria, structured rotations, and performance milestones, reduces ambiguity that fuels self-doubt. External experience is valuable not only for skill acquisition but for independent identity formation; leaders who have delivered outside the family ecosystem bring a tested confidence less reliant on internal validation. Mentoring by seasoned non-family executives can be decisive, providing practical feedback in psychologically safe settings. Crucially, the narrative around succession must move from entitlement to readiness. Transparent communication about selection processes, and honest acknowledgment that leadership evolves with development, reframes the role as a journey rather than an exam to be passed on day one. Owner and Employee Dynamics: Fairness, Transparency, and Trust Imposter feelings thrive in opaque systems. When remuneration, promotion, and board appointments lack clear criteria, perceptions of favouritism intensify self-doubt among conscientious leaders while demotivating high performers without family ties. Separating pay for work from returns on ownership reinforces fairness and reduces role confusion. Transparent performance management, goals, feedback cycles, and consequence frameworks, aligns expectations and lowers the emotional noise around legitimacy. For non-family employees, visible meritocracy and equitable access to development signal that contribution is valued over origins. For owners, regular briefings and education about stewardship responsibilities help shift identity from 'right to rule' to 'responsibility to serve' which both reduces pressure on successors and clarifies governance boundaries. Psychology Meets Practice: Evidence-Based Interventions Addressing imposter syndrome requires integrating psychological support with organisational design. Coaching and counselling provide tools to challenge cognitive distortions ('I only succeeded because I was lucky') and build realistic competence narratives. Peer forums, confidential groups of family business leaders, normalise challenges and provide practical benchmarking. Leadership development should emphasise reflective practice: post-mortems that separate decision quality from outcome variance, and 360-degree feedback that is structured, anonymised, and facilitated to ensure safety. Rituals help too: formalising 'learning reviews' where leaders present failures and lessons without penalty builds collective resilience. Importantly, interventions must be modelled by senior figures; when chairs or founders discuss their own early doubts and mistakes, they legitimise growth and reduce the stigma attached to imperfection. Communication and Storytelling: Rewriting the Narrative Family stories often elevate heroism and flawless execution, inadvertently producing impossible standards. Rebalancing the narrative to include struggle, iteration, and responsible risk-taking humanises success. Internal communications should highlight process integrity, how decisions were made, not only outcomes. Externally, brand messaging can embrace authenticity without undermining confidence: acknowledging craft evolution, sustainability trade-offs, or digital adoption journeys demonstrates credibility and maturity. These narratives serve as cultural cues that competence is earned, developed, and shared, not bestowed by birthright alone. Technology, Data, and Modern Leadership Confidence The contemporary enterprise has tools that can help convert doubt into disciplined assurance. Decision dashboards, scenario models, and clear key performance indicators offer objective anchors for leaders prone to self-critique. When success is defined by agreed metrics and reviewed regularly, leaders learn to trust evidence over anxiety. However, data must be accompanied by interpretive capability; boards should ensure successors have access to training in analytics, risk, and capital allocation so confidence is tied to skill, not bravado. Technology can also democratise insight, frontline feedback, customer sentiment, and supplier risk scans, reducing the isolation that often exacerbates imposter feelings at the top. Legal and Ethical Considerations: Duty of Care and Performance Integrity In the UK, directors have statutory duties, including exercising reasonable care, skill, and diligence. Imposter-driven behaviour, avoiding challenge, deferring critical decisions, or overstepping competence without disclosure, can elevate governance risk. Establishing formal mechanisms for advice and escalation ensures leaders can seek help without reputational damage. Ethically, firms should protect employee wellbeing; unmanaged perfectionism and overwork are correlated with burnout and retention loss. Integrating mental health support, flexible work design, and reasonable workloads is both humane and commercially prudent. Towards a Mature Confidence: Competence, Humility, and Stewardship The ultimate objective is not bravado, but grounded confidence built on competence, humility, and stewardship. Competence is cultivated through experience and evidence; humility recognises limits and seeks input; stewardship prioritises the enterprise over ego. Family businesses that embed these principles create environments where leaders can grow without the shadow of fraudulence. They also protect the organisation from the twin hazards of hesitation and haste, enabling disciplined risk-taking and sustained value creation. Imposter syndrome is not a private defect to be endured; it is a systemic risk that warrants board-level attention and integrated remedies. By aligning succession with capability, professionalising governance, clarifying reward structures, investing in psychological and leadership development, and evolving the family narrative, enterprises can convert anxiety into adaptive strength. In an era that prizes authenticity and accountability, the family firm that acknowledges human complexity while institutionalising robust practice will preserve legacy, attract talent, and compete with confidence.