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As Seen in Digital Dealer - Entitlement- The Kiss of Death in a Family Business

As Seen in Digital Dealer - Entitlement- The Kiss of Death in a Family Business

Entitlement issues are rampant in family owned dealerships. It is a stealthy and dangerous disease that can have a widespread and prolific impact on our business culture, as well as at home. How do we keep it from becoming an epidemic in our business and family lives?

First, you must understand exactly what entitlement means. The simple translation is when a person believes they are special and deserve to be treated different (better) than everyone else. Or perhaps that they are “deserving”..

Read the complete article on the Digital Dealer Website website

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Pass the Baton So Your Successor Can Fill Your Shoes

Pass the Baton So Your Successor Can Fill Your Shoes

Developing a successor is paramount to sustainable business success. It requires empowering your successor to step up to the challenge, while holding them accountable to strategic goals. For a period of time there are multiple hands on the baton. If this delicate transition is not done properly there can be a demotivating tug of war experience - you might run past the disqualification line before the hand off is complete, or even worse, drop the baton.

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As Seen in Digital Dealer Magazine - Protecting Your Profits From The Unknown

As Seen in Digital Dealer Magazine - Protecting Your Profits From The Unknown

Great article by Jeff Faulkner in Dealer Magazine. How to protect your business, and even see it thrive, during the inevitable next economic downturn. Spoiler: succession planning is key!

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How to Build Teamwork Amongst Key Managers and Family

How to Build Teamwork Amongst Key Managers and Family

Your management team and family member employees should form the backbone of your business. Ideally, they know and live your values; they are in alignment with your goals; and they are your boots on the ground interacting with customers, employees, and vendors. At their best they optimize resources to achieve a high level of performance, and drive your business onward to future success. So what happens when your managers and family don’t work as a team, and how can you turn things around?

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How To Leverage Your People To Build Sustainable Business Value

How To Leverage Your People To Build Sustainable Business Value

In order to build long-term sustainable value in your business, you must understand that the business is all about the people. People generally want work with a purpose, to feel like they are a part of something bigger than themselves, and that their work matters. As a business owner, you need to understand that you are leading a group of volunteers. Your employees could go somewhere else to work. What will endear them to you and the company is when you provide them with a clear and compelling sense of purpose. When there is a clear purpose that drives you and your organization, it will put you in a position to determine which of your people are in alignment with that purpose and which ones aren’t.    

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5 Steps to Streamlining Your Business

5 Steps to Streamlining Your Business

Another initiative that, in my educated opinion, has the ability to set your company apart from the competition is streamlining your processes. Nobody, but nobody, likes to be told how to do their job. This is why this issue sets organizations that excel at it apart. Standard operating processes lay the foundation upon which an organization that desires long-term sustainability can build. These processes are not intended to be constraining. They are intended to provide the parameters of operation, like the banks of a river. When the water remains inside the banks, it’s powerful and productive. When it overflows those banks, it’s powerful and destructive…and very messy!   

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How to Create Family Member Employment Policies

How to Create Family Member Employment Policies

In developing family policies, I used to think it was the documented policies that made the difference in preventing future conflicts. But, I have come to believe that it is not the policies themselves that promote family harmony. Rather, it is the process of developing the policies that really makes the difference. Family businesses have been a subject of formal research for over 20 years and developing policies is definitely a best practice of those that last. But, what research seems to bear out is that it is the family that is flexible with one another and trusting of one another that really makes the difference. The process that gets everyone involved is a process that allows family members to work together and build trust with one another.

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Sibling Rivalry to Sibling Synergy

Sibling Rivalry to Sibling Synergy

Siblings in business who are experiencing rivalry issues have simply not recognized that they are now adults. They have carried the petty issues of their childhood with them into the business. When you become an adult you have to put away childish things. Sibling rivalries in family business are often rooted in a competition to win dad’s approval. It’s time to recognize that you are in business together fighting for the survival and success of the business. You must spend more time winning each other’s approval than dad’s.   

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But That's Not Fair: How To Overcome the "Fairness" Monster in the Family Business

But That's Not Fair: How To Overcome the "Fairness" Monster in the Family Business

The issue of fairness is at the heart of problems we encounter daily working with business owners and their families on their estate and succession planning. “That’s not fair! My brother expects me to do all the work while he gets equal pay”; “My parents expect me to run the business for the sake of the whole family – this is a father-son business, but my siblings think it is a family business”; “My father won’t retire – I’m 52  when do I get my chance?”; “My children want to push me out – I built the business, not them”; “Why won’t my son run the business the way I did?”; “Why can’t my children appreciate what I’ve done for them?”; “Why won’t my children work as hard as I did?”

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As Seen in Multi-Unit Franchisee Report - Emotional Rescue: Understanding Relationship Dynamics in the Family Business

As Seen in Multi-Unit Franchisee Report - Emotional Rescue: Understanding Relationship Dynamics in the Family Business

Recently one of my partners and I were facilitating a meeting between a father and his daughter to work through some mismatched expectations between them in the family business. We had already had several prep meetings laying the groundwork for aligning their expectations, which were all positive and headed in the right direction. They were both excited that we were going to be able to help them get some things out on the table, as they typically would avoid one another and leave issues unresolved.

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Successor Identification - Family versus Non-Family Member Successors

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Family Business Decisions - How Emotions Can Triumph Over Reason

Family Business Decisions -  How Emotions Can Triumph  Over Reason

Whoa! I was definitely not prepared for the meeting I just had with my client. Going into the meeting, I thought I was well prepared.

However, I came to realize that emotions have a way of clouding what appears to be very straightforward decisions. The meeting was to facilitate the client transferring substantial assets to his youngest son. The transfer was for estate tax planning purposes and to bring the youngest son up to parity with his older brothers based on earlier transfers the father had made to them. Prior to the meeting, we also had multiple discussions about how the transfer would have had no impact whatsoever on the client’s control of the asset or on his income. It was supposed to be a slam dunk, no brainer meeting. However, it turned into a classic case of emotional hijacking.    

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Setting Boundaries: How to Avoid Family Business Entanglements

Setting Boundaries: How to Avoid Family Business Entanglements

A principle I'm reminded of on a daily basis is: “It is far easier to get entangled than it is to get untangled.” If you've ever tried to unravel a tangled up web of string you know what I'm talking about. Entanglement almost seems to be an effortless exercise whereas untangling can tax even the most patient of personalities.

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Interview - Why Your Dealership Needs a Succession Plan in Place

Interview - Why Your Dealership Needs a Succession Plan in Place

Check out Jeff Faulkner's Interview on Car Business Today where he discusses why your dealership needs a succession plan in place. 

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As Seen in Automotive News - Family feud disrupts DARCARS

As Seen in Automotive News - Family feud disrupts DARCARS

Article Written by Jamie LaReau for Automotive News, Jeff Faulkner Cited as an Expert Source


The cornerstone to the success of a family-owned auto retailer is the family members themselves.

So when a family dispute flares, the impact on operations can be devastating. It becomes a concern for many manufacturers and could result in termination of the franchise agreement, experts say.

DARCARS Automotive Group is embroiled in such a family dispute.

Tamara Darvish, 51, a well-known face of the company and leader in the auto industry, filed a lawsuit against her father, John Darvish Sr., 78, and the company he founded. She charged that he reneged on his promise to make her part of the dealership group's ownership team. Her stepbrothers run the company.

The suit, filed Jan. 9 in a Maryland court, will have a ripple effect on DARCARS' 22 dealerships, experts say. And such conflicts usually worry manufacturers..

"Family members are the leadership of the organization and when they are sideways with one another, there is no sense of purpose for the company," said Jeff Faulkner, an Atlanta partner at succession planning firm Rawls Group. "The business is not just about them. It's about their employees, vendors and others who depend on that business."

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How Giving Too Much to Your Kids Can Impact Your Succession Goals

How Giving Too Much to Your Kids Can Impact  Your Succession Goals

There are 3 common "giving" pitfalls that create future havoc on your succession plan.  Most of the time family business owners believe they are doing the right thing, but are unaware of the long-term impact of giving or creating unearned rewards such as a job, title or a paycheck.

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Are You Overpaying Your Children? Be Aware of the Potential Long-term Impact

Are You Overpaying Your Children? Be Aware of the Potential Long-term Impact

So, in my first two posts, How "Over Giving" to your Kids Can Impact Future Succession Goals, and Did Your Child Earn That Title? The Impact of Giving What One Doesn't Deserve, on this subject I have discussed how a past pattern of giving can have a negative impact on the eventual gifting of business assets.  The previous posts focused on two common areas where business owners "give" to their children, which can create havoc on the business, successor development and family dynamics - giving your child a job or a title without earning them. 

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Did Your Child Earn That Title? The Impact of Giving What One Doesn't Deserve

Did Your Child Earn That Title? The Impact of Giving What One Doesn't Deserve

In my last post How "Over Giving" to your Kids Can Impact Future Succession Goals, I discussed how past gifting behavior can impact and create unnecessary challenges the transfer of business assets to your children. A common first thing given to children, which sets a tone for future gifts is a job, I recommend for you, your business' sake and for the development of your children, they should earn it.

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How "Over Giving" to Your Kids Can Impact Future Succession Goals

How "Over Giving" to Your Kids Can Impact Future Succession Goals

The eventual transfer of business related assets to children is a common concern shared amongst family business owners. As a result, client meeting discussions often turn towards evaluating the most effective approach. 

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How to Create a Culture of Excellence – Are your Processes Aligned with Your Purpose?

How to Create a Culture of Excellence – Are your Processes Aligned with Your Purpose?

It is absolutely imperative that the sales and services your team provides be aligned around a common purpose. Your purpose, or the purpose of each department of your organization, needs to be well defined as it will determine how they go about problem solving, accomplishing daily tasks and long-term goals. When it’s all said and done, it’s what we actually do that matters, not what we say we do. How you do things will define your reputation in the community. One of the most common disconnects in any organization is between purpose and procedure, or between what we say we do and how we go about doing it. 

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