The tide will come in

By Dani Saveker, January 22, 2012 5:45 pm

I was sat with the wonderful John Tucker, ICFIB’s founding director, last week and by chance he mentioned the following piece of writing. It was something he’d shared with a family in business that he’s working with but it’s appropriate in so many other instances. I know that John would agree we should share the sentiments.

“The Turn of the Tide” by Arthur Gordon

Arthur Gordon tells of a time in his life when he began to feel that everything was stale and flat. His enthusiasm had all but disappeared; his writing efforts were fruitless, and the situation was getting worse day by day.

Finally, he decided to get help from a medical doctor. Observing nothing physically wrong, the doctor asked him if he would be able to follow his instructions for one day. When Gordon replied that he could, the doctor told him to spend the following day in a place where he was the happiest as a child. He could take food, but he was not to talk to anyone or to read or write or listen to the radio. He then wrote out four prescriptions and told him to open one at nine, twelve, three, and six o’clock.

“Are you serious?” Gordon asked him.
“You won’t think I’m joking when you get my bill!” was the reply.

So the next morning, Gordon went to the beach. As he opened the first prescription, he read, “Listen carefully.” He thought the doctor was insane! How could he listen for three hours? Nevertheless, he had agreed to follow the doctor’s order, so he listened. He heard the usual sounds of the sea and the birds. After a while, he could hear the other sounds that weren’t so apparent at first. As he listened, he began to think of lessons the sea had taught him as a child—patience, respect, and an awareness of the interdependence of things. He began to listen to the sounds—and the silence—and to feel a growing peace deep within.

At noon, he opened the second slip of paper and read, “Try reaching back.” “Reaching back to what?” he wondered. Perhaps to childhood, perhaps to memories of joy. He tried to remember them with exactness, and in remembering, he found a growing warmth inside.

At three o’clock, he opened the third piece of paper. Until now, the prescriptions had been easy to take, but this one was different; it said, “Examine your motives.” At first he was defensive. He thought about what he wanted—success, security, recognition—and he justified them all. Yet then the thought occurred to him that those motives weren’t good enough. That perhaps therein was the answer to his stagnant situation. He considered his motives deeply and thought about past happiness, and at last, the answer came to him. In a flash of certainty, he wrote, “I saw that if one’s motives are wrong, nothing can be right. It makes no difference whether you are a mail carrier, a hairdresser, an insurance salesperson, a home-maker—whatever. As long as you feel you are serving others, you do the job well. When you are concerned only with helping yourself, you do it less well—a law as unrelenting as gravity.”

When six o’clock came, the fourth prescription didn’t take long to fill. “Write your worries on the sand,” it said. He knelt and wrote several words with a piece of broken shell; then he turned and walked away. He didn’t look back: he knew the tide would come in!

Why do families in business fail to plan for succession?

By Dani Saveker, January 15, 2012 6:16 pm

Having just considered the question of why family businesses fail to plan for succession, as seen whilst on Linkedin, I had to add my thoughts. This was what I wrote…

I certainly think there are a vast number of reasons for the lack of planning – and it’s usually not as simple of just one clear reason:

* The unspoken assumptions meaning that the current generation believe that they have planned – such as thinking their oldest child will automatically take over despite their possible lack of skills and wishes to the contrary

* The lack of understanding and skills from current and next generation to look at succession

* The fear of change and the future

* Poor professional advisors not understanding family businesses and their complexity

* The lack of skills and expertise in the next generation – no one to hand the business to within the family

* Failure to understand the business and marketplace as it is today and it’s needs

* Arrogance

* Failure to face up to the need to look outside of the family perhaps

* The need to control – and the inability to let go

* The founder/current generation’s own entrepreneurial spirit

* Tangled personal relationships and the fear of upsetting relatives – or even wanting to deliberately sabotage relationship

* Disagreement over it being just a lifestyle business to service the immediate family or if it will be a business that should grow, develop and invest

I could go on and on … at ICFIB we see many more reasons than these often with a fair amount of deep rooted anxiety, frustration, bitterness and fear as well.

The reasons are usually complex and involve not understanding the shape of the hole and what pegs are right to fit into that hole. The longer the process is left, the less choices and options areavailable. The best succession planning is when everyone is open and honest and can see clearly without emotion but that’s far easier said than done – having experienced it within my own family’s business and also observed in others. Facilitation can be critical to helping with this but only by people suitably trained and experienced to deal with family businesses. Of course once any planning is in place, it’s amazing how many them then fail to have suitable share agreements etc exist to support it!

The Family Dimension

By Dani Saveker, January 11, 2012 1:47 pm

A new year and new opportunities…

I will shortly be taking up a new role that will see me working with family businesses, a subject close to my heart and one that’s in my blood. As excited as I am about what lies ahead, I understand the importance and challenges that will come with such a responsibility.

Every business has it’s hurdles and obstacles of course, but a business that includes working with family has another dimension – the FAMILY DIMENSION.

If you work in your family’s business you will know what that means.

If you have never worked with family you won’t – you couldn’t possibly know what it’s like.

If you are an advisor or supplier to family businesses you won’t really understand it either but you should.

In order for families in business to get the best possible advice and support they need to be surrounded by teams that get the quirkiness and complexities of this F-DIMENSION.

I know the good, the bad and the ugly of working with my family – as does my husband who also worked with family for a while.

Here’s an just one quick story from my time as CEO of Savekers Limited and working with advisors… I had to choose a solicitor to help me carry out an MBO back in 2002. I was young and didn’t really understand the mechanics so I visited three Birmingham law firms in turn.

With each of them I presented the same vision and aims and also told them of the issues involved with the family holding shares. All three firms could demonstrate their professionalism and expertise, all were impressive – they clearly would know how to get the deal done. However, only one of these solicitors showed that more than his professional know how he understood the F-Dimension and what we needed as a family and as a business wanting to move forward.

Guess which one I chose! Not only did Richard become the solicitor that helped me complete the MBO but he also helped me when I went on to acquire several businesses and restructure the Board.

While there is no doubt in my mind that any solicitor or accountant that can genuinely show they know how to work with all the issues of a family business has a competitive advantage, it is just as important that the bank, wealth management team, PR and marketing consultants, web/IT team, the HR consultants and H & S advisors also have a solid understanding of the issues for a family business to get the support they need to succeed. Surely it’s a win/win situation then!

Happy New Year to all those fabulous family businesses out there and those that are committed to providing outstanding support and expertise to them to.

If you are interested in knowing more about my forthcoming role or would like to share your family business story, would like help within your own family business or would like to know how to develop your organisation to better support family businesses please drop me an email

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