Inheritance worries are influencing some of the most personal decisions made by blended families, with more than one in three (35%) saying concerns around inheritance have made them less likely to remarry, according to new research from Rathbones. This compares with 26% of people in families without children from previous relationships, highlighting the additional financial and emotional considerations that can arise when couples bring together children, assets and previous relationships. Blended and step-families are a significant part of family life. The latest ONS Census figures show there were 781,000 step-families in England and Wales in 2021, including 547,000 with dependent children. Around 1.1 million dependent children, or 8.8% of all dependent children, lived in a step-family. The research, conducted among 2,036 UK adults with at least £250,000 in investable assets, also points to an inheritance “fairness gap” within blended families. More than a quarter (26%) believe their inheritance plans are fair but say their partner disagrees, almost twice the 14% among families without children from previous relationships. The findings come as Rathbones has seen an uptick in inheritance tax-related queries ahead of the April 2027 changes, when most unused pension funds and death benefits are set to be brought within the scope of inheritance tax. The change is giving families another reason to consider whether their existing estate arrangements remain appropriate. Malvee Vaja, Chartered Financial Planner at Rathbones, says: “Blended families can face a particularly difficult inheritance balancing act. People often want to make sure a new partner is financially secure while also protecting an inheritance for children from a previous relationship, and those aims do not always sit neatly together. “You could almost think of it as an ‘inheritance pre-nup’ conversation. Couples entering a new marriage may increasingly need to talk openly about what happens to their wealth, how they want to provide for one another and, crucially, what they ultimately want their children to inherit.” When equal doesn't necessarily mean fair For blended families, deciding what constitutes a fair inheritance can be particularly complicated. Almost half (48%) describe inheritance planning as complex, compared with 35% of families without children from previous relationships, while 26% have experienced family conflict relating to inheritance planning, versus 14%. That complexity is also reflected in how families plan to divide their wealth. While 85% of families without children from previous relationships intend to divide their inheritance equally among their children, this falls to 73% among blended families. An equal division may not always feel like the fairest solution when families are balancing the needs of a current partner, children and stepchildren, different financial circumstances and wealth accumulated during previous relationships. Almost a quarter (24%) of people in blended families also feel guilty about how they intend to divide their inheritance between family members, compared with just 13% of families without children from previous relationships. While most inheritance disputes are resolved privately through solicitors, mediation or settlement, official figures point to a rise in the number that reach the High Court. Cases have increased for five consecutive years, reaching 127 in 2025, 76% more than in 2019. Malvee Vaja adds: “We hear from clients who are trying to strike exactly that balance. The difficulty is that what feels fair to one branch of the family may look very different to another. Having these conversations early and making your wishes clear can be just as important as the financial planning itself.” April 2027 gives families another reason to review their plans The research suggests the upcoming IHT changes are already prompting some blended families to revisit their arrangements. Almost a third (32%) have reviewed their will, compared with 22% of families without children from previous relationships. Almost a quarter (23%) have adjusted their pension drawdown strategy, versus 18%, while 23% have established or used trust structures, compared with 14%. Malvee Vaja, says: “Against that backdrop, the pension-IHT changes have given blended families another reason to look under the bonnet of their estate plans. We’re seeing growing interest from clients in passing wealth down sooner, particularly to help children and grandchildren with university costs or getting onto the housing ladder, when the money can make the biggest difference." “But there’s a balance to strike. You don’t want to give away money today that you may need for retirement or care tomorrow. With April 2027 approaching, the priority is to plan early, use existing allowances sensibly and avoid knee-jerk decisions driven by tax.”

A Dorset funeral group is hosting workshops for those experiencing ‘anticipatory grief’ - a growing phenomenon. Along with the charity PramaLife, accredited counsellor Cindy Weller who works with Douch Family Funeral Directors, will explain the nature of what is sometimes called ‘ambiguous loss’. It is the type of grief that occurs when a terminal diagnosis is given and loved ones and carers must come to terms with it. In dementia it is often called the ‘long goodbye’ and it can feel like the person dies twice; when their mind dies and then when their body dies. Douch Family Funeral Directors is running the workshops with PramaLife for its Memory Lane groups and volunteers, but is planning to widen them out for others in the community. PramaLife supports older adults in BCP and East Dorset through a range of support groups, special interest activities and telephone befriending. Its aim is to improve the quality of life for older adults and their carers, as well as people living with memory loss and other long term health conditions. PramaLife runs a dementia carers’ group and information course as well as over 80 clubs, groups and activities to support older people and adult carers. Cindy said: “Anticipatory loss is the grief we feel before a loss actually happens - when someone we love is living with a terminal illness, advanced dementia, or a serious life-limiting condition." “It can start at the moment of a diagnosis, or creep up slowly over months or years - many carers of someone with dementia call this ‘the long goodbye’. You are grieving someone who's still with you and the grief is real even while they're right in front of you." “The person you're caring for is still there, but the relationship keeps changing shape, and the losses can happen again and again in ways that don't get any easier. There are many feelings that people might feel including sadness, guilt, anger, numbness, fear and loneliness." “The workshops are designed to help those dealing with this type of grief and with a growing elderly population there is more anticipatory grief around.” Emma Regan from the funeral group said: “We have been working with Cindy for many years and we run various groups that deal with grief." “The anticipatory grief workshop is new and we are running them with Prama Life for their local support groups but plan to widen their scope in due course. Many people are affected by this type of loss and counselling can really help.”

A new Barclays report finds UK businesses see adapting to a changing climate as critical to growth, but fewer than one in ten are fully resilient and well adapted to climate risks. The research shows that flooding, drought and extreme heat are influencing where UK businesses invest. Businesses that are investing to protect themselves from extreme weather do report multiple benefits. However, limited data and capability gaps are impacting businesses’ ability to assess interventions and demonstrate returns that allow adaptation to compete with other business priorities. New Barclays research reveals there is a gulf between UK businesses’ awareness of climate risks and how they invest to improve resilience as the climate changes. The survey of 700 UK business leaders and farmers found that 85% think investing to protect themselves from extreme weather patterns is critical to growth, while 83% believe underinvestment is constraining growth. However, fewer than one in ten businesses believe they are fully resilient and well adapted to a changing climate. Only a quarter of those surveyed are currently investing to protect their business from climate change. Competing priorities, uncertain returns and data gaps are holding back investment. This is despite businesses reporting that a more proactive approach results in stronger assets, greater operational resilience, better decisions and improved access to insurance. Barclays’ Business of Adaptation report also shows that more extreme weather is already impacting where UK businesses invest, with one in ten having closed or downsized sites due to climate risk. Businesses see an urgent need to respond to climate risks but few are fully resilient The businesses surveyed recognise the growing risks of extreme weather. More than four in five see protecting their business as an immediate priority, while 80% believe climate risks are moving faster than they can respond. Concern is highest in sectors most exposed to weather impacts, with 95% of agricultural businesses, 90% of energy and utilities firms and 87% of property and housing organisations describing adapting to climate change as an immediate priority. Yet action is not keeping pace and only a quarter of businesses are investing in measures to protect themselves. Three-quarters say climate resilience is one of the most undervalued investments, and most believe underinvestment holds back future growth. Changing weather is reshaping where investment and growth take place Flooding, drought and extreme heat are already influencing where businesses invest. More than a third say extreme weather has influenced where they locate new sites and facilities, and a similar number report it has influenced supply chain relocation or reshoring decisions. Over the past five years, half of businesses surveyed have moved investment away from high-risk assets, with flood risk the biggest factor shaping a region’s attractiveness. Real estate and housing businesses are leading the way in shifting investment towards climate resilience, including moving spending from net zero initiatives and other priorities. This suggests that businesses are shifting their focus from long-term climate risk to immediate resilience, although they will increasingly need to find a way to fund both. Investing in adaptation typically meets or exceeds expected returns Importantly, the report shows investments that protect against extreme weather deliver returns. Almost nine in ten businesses surveyed say these investments have met or exceeded expectations, rising further among larger firms with revenues above £100 million. Over the past five years, 86% of businesses have faced challenges with the cost, availability or level of insurance cover due to extreme weather. However, almost half of those that have invested in resilience report better access to insurance or lower costs. Farmers are seeing the greatest benefits, with over 60% saying that investments to prepare for more extreme weather have delivered greater value than expected. As the sector most directly exposed to climate impacts, agriculture also leads in the use of data and scenario analysis to manage risk and are more likely than any other sector to view adaptation as a strategic investment in future growth. But businesses lack the data, evidence or capability to act Despite the growing concern, investment in climate resilience remains low. This report finds that only three in ten businesses primarily use data, modelling and scenario analysis to assess physical climate risk, while 51% rely mainly on high-level assessments with limited data and 19% are using qualitative judgement or assumptions. Businesses also highlight gaps in supply chain resilience planning (49%), climate adaptation planning and delivery (48%) and climate risk assessment, data and modelling (46%). Improving these capabilities will be critical because risks that cannot be measured are difficult to manage, and investments that cannot be evaluated are harder to justify. Daniel Hanna, Group Head of Sustainable & Transition Finance, Barclays, said: “Businesses understand the risk from a changing climate but the challenge is turning that recognition into practical investment. Our research shows that fewer than one in ten businesses feel fully prepared for a changing climate, even though businesses investing in adaptation overwhelmingly see the value." “This is a growth and competitiveness issue for the UK, with climate risk already shaping where businesses invest. More than a third of businesses say climate has influenced where they locate new sites, half have redirected investment away from higher-risk assets, sites or regions, and 9% have closed or downsized assets due to a changing climate. Building resilience can protect assets and operations as well as attract investment to support long-term business growth.”

A JCB sponsored Olympic silver medallist has brought paddle power to his home county in a bid to kickstart the next generation of sporting success stories for primary school children from disadvantaged areas of Stoke-on-Trent. Potteries-born canoeist Adam Burgess invited six children from Fenton’s Co-op Academy Glebe to try out the sport at Stafford and Stone Canoe Club as part of the JCB Hubb Holidays scheme. Adam, 34, won silver at the Paris 2024 Games and also team Gold and individual Silver medals at this summer’s World Canoe Championships in Oklahoma. He took up the sport by chance at the age of 10 and last week coached the youngsters through a taster session, designed to inspire and open up new opportunities. Each half-term break charity The Hubb Foundation is funded by digger giant JCB to work with 35 local schools to deliver a host of aspirational activities for 1,000 disadvantaged Stoke-on-Trent children. Paris Olympics’ silver medallist Adam said: “I got into canoeing by chance when someone at school dropped out of a taster session just like this and I put my hand up to go instead. So, it’s fantastic to be able to inspire the next generation by sharing my experience and showing anything is possible with determination and self-belief." "I am a passionate believer in the power of sport to teach great lessons in life too - whether that’s resilience, teamwork or just working hard to achieve your full potential." “JCB has backed me for many years now and it’s brilliant for me to be part of the Hubb Holidays scheme. It is helping thousands of children from my home county explore activities they may otherwise never get to try and I’m proud to be doing my bit to encourage local youngsters to think and dream big.” The Hubb Foundation Chief Operating Officer Adam Yates added: “All children need great role models and as a local lad Adam is perfectly placed to inspire these young people. The JCB Hubb Holidays scheme aims to break down the barriers of disadvantage by giving children opportunities to grow and thrive, and this is a perfect example of how our partnership brings this ambition to life." Other Hubb Holidays activities through the week saw children from Chell Heath and Bradeley experiencing live professional performances by Newcastle’s New Vic theatre and JCB apprentices leading innovative STEM (Science, Technology, Engineering and Maths) sessions at St Margaret Ward Catholic Academy, Tunstall. For more information about the Hubb Holidays scheme visit here.

The stirring sound of one of Wales’ best-known male voice choirs will fill JCB’s World Headquarters later this month as the company hosts a special charity concert. The Froncysyllte Male Voice Choir will perform at JCB in Rocester, Staffordshire, on Saturday, November 28th, with the concert getting under way at 7.15pm. Proceeds from the event will go to the Queen’s Reading Room, the charity dedicated to encouraging a love of reading. The concert will also provide the perfect warm-up for Christmas, with the choir performing several popular carols during the second half of the programme. The performance promises to be a memorable occasion as the celebrated Welsh choir brings its distinctive sound and rich musical tradition to JCB, while raising money for a good cause. A JCB spokesman said: “We are delighted to be welcoming the Froncysyllte Male Voice Choir to JCB for what promises to be a very special concert. With some popular Christmas carols included in the programme, it will be a wonderful way to get into the festive spirit while supporting the fantastic work of the Queen’s Reading Room.” Tickets for the concert are available now through Eventbrite, with people being encouraged to book early for the performance. This will be the choir’s second performance at JCB – the first, in 2024, was a sellout. The Froncysyllte Male Voice Choir, affectionately known as 'The Fron', was formed in 1947 and is recognised as one of the world's leading male voice choirs. With a rich musical heritage and an international reputation, the choir has performed alongside some of the biggest names in the industry, including Katherine Jenkins and Michael Ball.

A fresh perspective on colour is coming from HMG Paints in 2027, as the Manchester-based paint manufacturer has unveiled Angel Meadow as its Colour of the Year, bringing nature-inspired design and a distinctive sense of character into the spotlight and offering fresh inspiration for interior spaces ahead of the new year. Part of HMG’s Essentials Colour Collection, Angel Meadow is a rich, earthy green with subtle blue undertones, offering a distinctive alternative to traditional neutrals, combining the calming qualities of green with the depth and character of a more saturated shade, Angel Meadow provides a versatile choice for both contemporary and traditional interiors. As interior design continues to embrace richer greens and more individual colour combinations, Angel Meadow reflects a growing appreciation for interiors that are looking to blend their traditional character with a more contemporary design. With the ability to complement a wide range of textures, finishes and design styles, Angel Meadow brings a sense of balance and individuality to spaces that feel both timeless and distinctive. Beyond its distinctive appearance, Angel Meadow also carries a meaning connection to HMG Paints and the wider Manchester area, drawing inspiration from of the city’s most historic green spaces. With a rich, historic past, Angel Meadow has witnessed generations of change and transformation, becoming a distinctive part of Manchester’s ever evolving landscape. Located just a short distance from HMG’s Collyhurst-based headquarters, the area holds a special significance for the family-owned manufacturer, which has proudly produced paint in Manchester since 1930. Angel Meadow’s versatility makes it suitable for a variety of interior applications, from statement feature walls to kitchen cabinetry, furniture and woodwork. Whether used throughout an entire room or introduced as an accent, Angel Meadow can create a welcoming atmosphere while complementing both contemporary and traditional settings. The colour has already been showcased through HMG's collaboration with FEC UK and Project Furniture Residential on the Collyhurst Village show home. Used in various show homes within the project, such as on a lounge accent wall alongside a warm off-white inspired by HMG's Magnolia, Angel Meadow helped create a welcoming living space that balanced a contemporary finish with a comfortable, homely feel. For those looking to incorporate Angel Meadow into their own interiors, HMG recommends pairing the shade with complementary colours from its decorative collections. Mancnolia, HMG's Manchester-inspired take on classic magnolia, offers a warmer, softer contrast, while Swan, a refined grey-white with subtle lavender undertones, creates a cleaner, more contemporary finish. The shade also works well alongside warm ochres, burnt amber tones and metallic accents, providing further opportunities to experiment with different finishes and colour combinations. Beyond decorative interiors, HMG's expertise in colour development and specialist coatings offers opportunities to explore bespoke applications across furniture, fittings and refurbishment projects, with suitable coating systems selected according to individual requirements. HMG Paints Announces Angel Meadow as its Colour of the Year for 2027 November 2026 – HMGM246 Alyssia Thorburn said: "At HMG, colour has always been about more than appearance. Angel Meadow is a fantastic example of how we can take inspiration from the world around us and turn it into something that people can bring into their own homes." "It's a colour that offers plenty of possibilities, whether used to create a welcoming living space, complement existing furnishings or introduce something different into a more contemporary interior." "Having already seen Angel Meadow used in the Collyhurst Village show home, we're excited to see how homeowners, decorators and designers incorporate it into their projects throughout 2027." As HMG Paints looks ahead to 2027, Angel Meadow offers a fresh approach to incorporating colour into everyday spaces, encouraging homeowners and designers to explore new combinations and create interiors that reflect their individual style. With its versatility and lasting appeal, the shade provides inspiration for projects of all sizes throughout the year ahead. Discover Angel Meadow and explore the available finishes at shop.hmgpaint.com/products/angel-meadow, or browse the full Essentials Colour Collection for further inspiration. With the release of our colour of the year, please enjoy 25% off all finishes of our colour of the year – ANGEL27

Nottingham based packaging giant, The Wilkins Group has invested a further £300,000 in automation with the purchase of three state-of-the-art robotic palletising machines for its end of line processing operations. The investment is designed to increase flexibility at the final stage of production, where finished cartons are stacked, palletised and prepared for distribution. Utilising laser scanners and high-speed operations, the three Unipal robotic palletising machines will give the Wilkins team greater flexibility to make fast stacking programme changes and eliminate downtime periods in end-of-line production process. Aron Wilkins, joint managing director at the Wilkins Group, said: “After seeing the Unipal robots in action in Germany, Automating this process of pallet stacking enables us to improve consistency and offer opportunities for some staff to take up the training we provide to machine operator roles as we continue to grow.” The company initially purchased two robots from QTM Automation, and it was their performance that led to the purchase of a third, taking the total investment to £300,000. Aron said: “The range of these machines is incredible. They are fully automated and accurate. The first two machines were installed in July 2025. Once we’d fully experienced what they can do and their reliability, it was evident that we needed to invest in a third machine”. The machines were supplied by QTM Automation, the German company behind the Unipal palletising system. They can handle the full range of our corrugated outer boxes from the lightest to the heaviest we produce. Designed for end-of-line palletising, the Wilkins Group have positioned the robots after the gluing lines, where they handle the final process. One robot can stack finished cartons onto two pallets, supporting the final stage of production before being moved on for warehouse dispatch. The Wilkins Group, which employs around 500 people globally, has a track record for reinvestment in the family-owned company. It invested £5.2m in a state-of-the-art three phase expansion of its Colwick headquarters in 2022. Further investment followed in 2023 with a £2.5m next-generation printing press, while recent spending has also included a £1.4m die-cutter to boost productivity and efficiency in production. The latest robotics investment continues The Wilkins Group’s programme of upgrading production capacity and improving efficiency across its manufacturing operations.

DoorID launches to help lenders and other businesses check that a customer can physically access the address they have given, at the moment it matters most: before money or goods change hands. Founded by Paul Williams with his brother and co-founder, Iain Williams, DoorID uses a guided smartphone check to connect a person to a property. It adds live evidence of physical access alongside existing identity and fraud checks. Customers receive a link and complete a guided check via their own phone’s browser. The check takes about 70 seconds, with no app to download. The check brings together identity, location presence, capture integrity and property evidence. On completion, DoorID returns a ‘Pass’, ‘Refer’ or ‘Fail’ result with a tamper-evident evidence pack. Businesses choose where the check sits in their onboarding journey, such as before releasing funds. Verification data is handled in line with UK GDPR. The idea for DoorID came from an unexpected source. A genuine customer of Quick Car Finance, the brothers’ Bournemouth-based car finance brokerage, which employs around 60 people, was away on holiday when asked for a photo check. Instead, she sent an AI-generated image of an open front door. It looked real, but Paul spotted that something was off. Paul Williams, founder of DoorID, said: “She was a genuine customer who simply wasn’t at home, and she’d used AI to make a picture of an open door. If someone would do that for convenience, we had to ask what a determined fraudster would do.” He added: “Documents can carry the right name and address without proving that the person can get through the front door. The answer isn’t more hassle for every customer or more cumbersome onboarding. It’s intelligent friction: one quick check at the moment the risk is real, which protects genuine customers as much as the business.” The launch follows a demonstration in which the team used a freely available AI tool to change the photograph on a driving licence image in 28 seconds. The exercise illustrates how easily AI can manipulate the visual evidence in an identity document. It was not a test of whether the altered image would pass a lender’s checks. During the first half of 2026, Cifas recorded more than 220,000 fraud-risk cases on the UK National Fraud Database, its highest January–June total. Identity fraud accounted for 59% of cases, rising 9% year on year to nearly 130,000. Impersonation using a victim’s current address remained the leading reason for identity-fraud filings and increased by 12% compared with the same period in 2025. The brothers’ experience comes from running Quick Car Finance, which they started after helping their mother find a car and arrange finance. The brokerage has been trading for nine years. Paul built DoorID, drawing on that first-hand knowledge of customer journeys and fraud risk. DoorID has been tested through Quick Car Finance. It is designed for any business that needs to know a customer can really get to the address they’ve given, including banks, mortgage lenders, conveyancers, asset and device finance providers, telecoms providers, insurers and housing providers. Businesses can request a DoorID demonstration here.

Two long-serving publicans are celebrating an extraordinary milestone this year, having each spent 45 years at the heart of their communities. It’s 45 years since Billy Moore first stepped behind the bar at The Fountain Inn in Mevagissey, and the same for Anita George at The Logan Rock Inn in Treen. Together they have dedicated nine decades to welcoming customers, supporting local causes and preserving two much-loved Cornish pubs. For Anita, who is St Austell Brewery's longest-serving landlady, the role has always been about far more than serving food and drink. So well known locally that she's rarely called Anita behind the bar, regulars, neighbours and visitors alike simply know her as 'Mother' - a nickname earned through decades of caring for customers, supporting neighbours and welcoming visitors to one of Cornwall's most treasured village pubs. Known as much for her compassion as her hospitality, Anita has become a trusted figure in the local community. Whether it's serving an early-morning coffee before opening time, helping stranded motorists, supporting local charities or offering community groups a place to meet free of charge, she's always been ready to help. "I always feel good if I've been able to help someone," said Anita. "It's important that people who may be stressed, worried or feeling a little down know they can come in for a chat and feel welcome." Her contribution extends far beyond the pub's walls. Over the years, Anita has helped raise more than £1 million for local causes, supported grassroots sports clubs and brought people together through countless celebrations, fundraisers and community events. For Anita, a pub has never simply been somewhere to eat and drink. "It's about the people," she said. "Making sure everyone feels welcome and looked after." Meanwhile, at The Fountain Inn in Mevagissey, Billy Moore has become something of a local institution in his own right. The former fisherman first took on the pub in 1981 and has spent the last 45 years preserving its character, charm and place at the centre of village life. Although modest about his achievement, Billy is fiercely proud of the pub he has carefully maintained over the decades. "I've done a lot of work here with my own hands but without actually altering the pub," he said. "It's a great little pub." Billy's determination to retain The Fountain's unique character has helped make it a favourite among locals and visitors alike, where regulars often have a pint waiting before they reach the bar and good humour is never in short supply. After 45 years at the helm, what gives him the greatest satisfaction is seeing generations of local families pass through the pub's doors. "The girls who first worked with me have had their daughters work here and now their grandchildren," he said. "It's been fun." Kevin Georgel, CEO of St Austell Brewery, said: "To have one publican dedicate 45 years to a pub is extraordinary. To have two celebrating that milestone in the same year is truly exceptional." "Billy and Anita have devoted their working lives to their communities and have helped make their pubs the beating heart of village life. While their stories are different, they share the same commitment to people, hospitality and creating places where everyone feels welcome." "Anita's compassion and generosity have made her a much-loved figure in Treen, while Billy's dedication to preserving the character and spirit of The Fountain Inn has made him a legend in Mevagissey. The impact they have both had over the past 45 years extends far beyond their pubs." "Everyone at St Austell Brewery is incredibly grateful for everything they have contributed and we are proud to celebrate this remarkable milestone with them both."

The relationships that make family businesses special can also make them complicated. Here's how to protect both the business and the people in it. In family businesses, a discussion about a decision can become a disagreement that somehow involves something from a family Christmas 15 years ago. Sound familiar? A family business can bring shared history, purpose and commitment. But those relationships can make business decisions complicated. You're rarely dealing only with the issue in front of you. You're also dealing with years of experiences, expectations and emotions. The challenge is to make the most of that connection without letting it get in the way. You Can't Leave Family Relationships At The Door In theory, it's simple. At work, you're colleagues. At home, you're family. In practice, it's rarely that straightforward. Your dad might also be the managing director. Your daughter might lead a major part of the business. Your partner might be the person you need to challenge in a meeting. Those roles overlap. Pretending otherwise won't make them disappear. I've seen family businesses where people respect each other's professional roles and disagree without making it personal. I've also seen what happens when boundaries aren't clear. If family members argue in front of the team, employees may wonder whether something serious is happening or whether their jobs are affected. If nobody explains anything, speculation and conversations by the photocopier can quickly follow. You don't have to share every private family matter with employees. But consider what they need to know to feel informed and secure. Talk about how you want to work together. What does professional behaviour look like? How will you handle disagreements? Which conversations belong in private? And can you be a family without every dinner turning into a business meeting? A few clear boundaries can protect both the relationships and the business. Don't Make Employees Feel Like Outsiders For founders, the business might be their life's work. They remember the early days, risks and sacrifices. An employee who joined five years ago hasn't lived that history. That doesn't mean they don't care. One of the best ways to help employees feel connected is to share the story of the business. Where did it begin? What did those early days look like? What has changed? What are you trying to build now? Perhaps it started in a spare bedroom and now employs 200 people. Perhaps the next generation has joined and is taking things in a new direction. That's a story worth telling. People want to know what the business stands for, where it's going and how their work contributes. You don't need to reveal every confidential detail or involve everyone in every decision. Help people see where they fit, and they're more likely to feel connected and motivated. Not Everyone Will Love The Business As Much As You Do Owners often think about the business on a Sunday evening, work late and carry the responsibility everywhere. They've built it; of course its success matters enormously. But employees may have a different relationship with work. They might do their job brilliantly, give their working hours their full attention and then go home to enjoy their family, friends and interests. And that's absolutely fine. You need ambitious people, but you also need reliable, skilled people who do a good job and switch off at the end of the day. Expecting everyone to share the founders' emotional investment is unrealistic. They haven't had the same journey, and they don't need to. Make sure people understand the purpose, know what's expected and feel valued. Succession Is An Emotional Business Succession involves leadership, ownership and the company's future. But for the person handing over, it can be much more than a change of job. Imagine spending decades building something from scratch. It has shaped your life, your identity and perhaps your family's future. You've made sacrifices and worked through difficult times to get it where it is today. Now you're being asked to step back. That can be difficult, even when it's right. The next generation may want to introduce ideas and establish their own leadership style without being constantly compared with the person who came before. When succession discussions become difficult, ask what's really going on. Is the founder struggling to let go? Does the next generation feel they aren't trusted? Are there concerns about whether someone is ready? Is the family worried about changing something that has worked for years? The problem may not simply be about business capability. Questions about identity, confidence, trust and family relationships may be sitting underneath it. Sometimes You Need Someone Outside The Family When you're closely involved, history can make it difficult to see a situation clearly or have a fresh conversation. An independent person can create breathing space. They can listen to different perspectives, challenge assumptions and help people talk about things they might otherwise avoid. It's not about deciding who's right. It's about helping people understand each other and find a way forward, particularly when succession emotions are running high. Keep The Family Advantage I would never suggest removing the family element. Shared values, loyalty, history and a desire to build for the next generation are real strengths. But those things don't automatically make relationships easy. You still need to communicate, listen, have difficult conversations and remember the non-family people helping you build the business. A family business is about more than ownership. It's about its people, relationships and shared future. You won't get everything right. No family does, and no business does. But if you can understand each other a little better, be clearer about expectations and make space for honest conversations, you give both the business and the family a much better chance of thriving. The aim isn't to stop being a family when you walk into work. It's to understand how to be a family and run a business well. Understand the people. Protect the relationships. Build something that lasts.

It's Not Just Business. It's People. Why understanding yourself and the people around you could be one of the most valuable investments you make in your family business. People are fascinating. Complicated, occasionally frustrating and sometimes downright baffling. And nowhere is that more obvious than in a family business. You may have built a successful company with someone you know better than anyone, yet still find yourselves having the same argument for the hundredth time. Family businesses bring history, loyalty, shared experiences and emotional investment. They also bring the pressure of making decisions and keeping everyone moving in the same direction. We talk a lot about strategy, growth and performance. All important, of course. But underneath all of it are people. After more than 30 years studying the human mind and working alongside people, I've learnt that understanding why we behave as we do can change the way we work together. The Person In The Mirror We're very good at identifying what other people need to change. They need to communicate better, listen more, stop being defensive or become more open to new ideas. But how often do we ask ourselves the same questions? What happens to me when I'm under pressure? Do I become controlling? Do I withdraw? Do I get impatient? Do I assume I know what someone else is thinking without actually asking? Self-awareness helps us recognise our patterns instead of reacting automatically. Imagine a family business owner who has spent 25 years making decisions quickly and independently. It's worked. The business has grown and people trust their judgement. Then the next generation joins and wants to be involved in decisions. The owner might interpret questions as criticism. The younger person might feel they're not trusted. Neither is necessarily trying to cause a problem. They're responding from different experiences and expectations. Until they understand what's happening beneath the surface, they'll probably keep having the same conversation. It's not just about what people do. It's about understanding why they do it. Stop Putting People In Boxes Generational differences can create interesting dynamics in family businesses. There may be a mixture of experience, fresh thinking and different expectations about how work should be done. But we need to be careful about the assumptions we make. The older generation can be labelled as stuck in their ways. The younger generation can be dismissed as inexperienced or unrealistic. I find these labels unhelpful. Age doesn't automatically make someone wise, and being young doesn't mean you have nothing valuable to contribute. Our experiences influence how we think, but age alone can't tell you how an individual will behave. My advice is to get curious. Ask questions and understand a different perspective before deciding it's wrong. If you want people to bring ideas to the business, make sure those ideas are heard. An ideas box is all very well, but if suggestions disappear into a black hole, people soon stop contributing. Not every idea will work. Explain why. People don't need their own way every time, but they do need to feel heard. The Conversations We Don't Have People often avoid difficult conversations because they don't want to upset someone or make an awkward situation worse. So they say nothing. Unfortunately, silence doesn't always keep the peace. Sometimes it gives resentment room to grow. A small frustration becomes a bigger issue, assumptions take hold and people feel criticised or excluded. I'm not suggesting we should all say exactly what we think, whenever we think it. That's unlikely to end well! It's about learning to say things well. Be clear about what you want to achieve, consider how your words might land and give the other person space to explain their perspective. Your intention and their experience of the conversation might be very different. People can build up a difficult conversation for weeks, only to find it wasn't nearly as bad as expected. Often, there's enormous relief. You don't have to agree on everything. But you do need to be able to talk about the things that matter. Different People, Different Responses People respond to pressure differently. One person becomes focused; another anxious or withdrawn. Some want to talk things through, while others need time to process. Neither response makes someone better or worse at their job. Understanding these differences helps leaders adapt their communication and stops colleagues taking every reaction personally. This matters particularly when a family business is changing. New leadership, expansion or succession can bring uncertainty. People may be worried about their role, their future or whether the business they know is about to become something very different. A little understanding can go a long way. Better Relationships Make Better Businesses We sometimes underestimate how much time and energy is lost through poor communication and unresolved tension. People worry about conversations, try to work out what someone meant or avoid someone they find difficult. Decisions take longer. Ideas aren't shared. Good people become frustrated. When people understand themselves better, they have more choice about how they respond. When they understand others, they can communicate more effectively. And when teams feel able to speak openly, challenge ideas and learn from one another, the whole business benefits. This isn't about creating a workplace where everyone agrees and gets along perfectly. Real people don't work like that. It's about creating relationships strong enough to handle differences. For family businesses, that can be a significant advantage. You can build on shared history and values while making space for different perspectives and new ideas. Understanding people isn't a one-off exercise. It's something we need to keep working at. So, the next time something goes wrong in the business, before asking who needs to change, try asking a different question: What might be happening for the people involved, and what could I do differently? It might just be the beginning of a much better conversation. Understand yourself. Understand others. Lead better.

Family Business United has announced an exciting new addition to the National Family Business of the Year Awards 2027, with the introduction of a dedicated Small Family Business of the Year – Scotland category, recognising the contribution and achievements of smaller family firms across the country. The new category means there will now be three awards specifically recognising Scottish family businesses, providing opportunities for firms of different sizes and backgrounds to gain recognition for their achievements and contribution. These awards will be presented to family businesses for: Small Scottish Family Business of the Year – recognising family businesses with an annual turnover of up to £10 million. Large Scottish Family Business of the Year – recognising family businesses with an annual turnover of more than £10 million. People's Choice Award – Scotland: an opportunity for the public to vote for their favourite Scottish family business and show their support for the family firms that make a difference. The introduction of the new small business category reflects the importance of recognising family businesses of all sizes and ensuring that smaller firms have an opportunity to showcase their achievements, celebrate their heritage and demonstrate the positive impact they make within their communities and the wider Scottish economy. Paul Andrews, Founder & CEO of Family Business United, commented: "We are delighted to be introducing a new Small Family Business of the Year category for Scotland in 2027. Family businesses come in all shapes and sizes, and whilst they share many of the same characteristics, challenges and ambitions, we recognise that smaller family firms deserve their own opportunity to shine." "Scotland has a fantastic community of family businesses, making a significant contribution to employment, economic growth, wealth creation and local communities. We want to celebrate that contribution and recognise the people, passion, commitment and entrepreneurial spirit that underpin these businesses." "With three dedicated Scottish awards, including our People's Choice Award, we are providing even more opportunities to celebrate the diversity and strength of the Scottish family business community, in addition to the sector and national titles that are also up for grabs." We are grateful to Turcan Connell for their support in sponsoring the Scottish categories and would encourage family businesses from across Scotland to put themselves forward and share their story. Entry is free, and we look forward to celebrating the very best of Scottish family business." Entries Are Now Open The National Family Business of the Year Awards 2027 are now open for nominations and entries, with family businesses across Scotland encouraged to participate and take advantage of this opportunity to gain recognition. Entry is completely free, and businesses can nominate themselves or be nominated by someone who believes their family business deserves recognition. The People's Choice Award will provide an additional opportunity for the public to get behind their favourite Scottish family businesses, helping to raise awareness of the contribution that family firms make and giving communities the chance to show their support. The closing date for entries and nominations is 30 November 2026, so interested family businesses are encouraged to submit their entries ahead of the deadline. The National Family Business of the Year Awards, organised by Family Business United, celebrate the achievements, contribution and positive impact of family firms across the UK, shining a spotlight on the businesses, families and individuals who make a difference. For further information about the awards, the categories and how to enter, visit the dedicated awards page here