Emma Coombe

Independent advisors such as my brilliant colleagues can help these relationships and family harmony across generations while ensuring that businesses continue to thrive. I'd now like to introduce another guest into the Leadership Lounge to talk on this topic. Diego Esteban is a leadership advisor in Russell Reynolds Associates' Barcelona office. Diego, welcome to the Leadership Lounge.

So Diego, just as mentioned that succession is one of the most critical leadership challenges that family enterprises need to confront. And our research supports this as we found that 32% admitted their approach to succession was reactive rather than proactive. Can you talk through any other challenges that family enterprises will need to confront to continue to thrive?

So Diego, just as mentioned that succession is one of the most critical leadership challenges that family enterprises need to confront. And our research supports this as we found that 32% admitted their approach to succession was reactive rather than proactive. Can you talk through any other challenges that family enterprises will need to confront to continue to thrive?

So Diego, just as mentioned that succession is one of the most critical leadership challenges that family enterprises need to confront. And our research supports this as we found that 32% admitted their approach to succession was reactive rather than proactive. Can you talk through any other challenges that family enterprises will need to confront to continue to thrive?

I think you're right there, Diego. It's critical for family enterprises to create personalised development paths. After all, leading a family enterprise is more than preserving what you've built. It's about continuously looking forward and planning for the future and being able to bring the outside in.

I think you're right there, Diego. It's critical for family enterprises to create personalised development paths. After all, leading a family enterprise is more than preserving what you've built. It's about continuously looking forward and planning for the future and being able to bring the outside in.

I think you're right there, Diego. It's critical for family enterprises to create personalised development paths. After all, leading a family enterprise is more than preserving what you've built. It's about continuously looking forward and planning for the future and being able to bring the outside in.

So having those external experiences, having mentors from other industries or on the board is so critical in my mind. It's about being comfortable having brave conversations with family members about their own development and how you can best set them up for success. We know that when family enterprises fail to develop their most talented leaders, they risk letting them walk out of the door.

So having those external experiences, having mentors from other industries or on the board is so critical in my mind. It's about being comfortable having brave conversations with family members about their own development and how you can best set them up for success. We know that when family enterprises fail to develop their most talented leaders, they risk letting them walk out of the door.

So having those external experiences, having mentors from other industries or on the board is so critical in my mind. It's about being comfortable having brave conversations with family members about their own development and how you can best set them up for success. We know that when family enterprises fail to develop their most talented leaders, they risk letting them walk out of the door.

Our research, in fact, found that 71% of leaders in family enterprises said they're likely to consider moving organizations, with 36% citing career advancement as their primary motivation. We'd now like to welcome our final guest into the lounge, Peter Gramkoff. Peter is a leadership advisor in Russell Reynolds Associates' Copenhagen office. Peter, welcome to the Leadership Lounge.

Our research, in fact, found that 71% of leaders in family enterprises said they're likely to consider moving organizations, with 36% citing career advancement as their primary motivation. We'd now like to welcome our final guest into the lounge, Peter Gramkoff. Peter is a leadership advisor in Russell Reynolds Associates' Copenhagen office. Peter, welcome to the Leadership Lounge.

Our research, in fact, found that 71% of leaders in family enterprises said they're likely to consider moving organizations, with 36% citing career advancement as their primary motivation. We'd now like to welcome our final guest into the lounge, Peter Gramkoff. Peter is a leadership advisor in Russell Reynolds Associates' Copenhagen office. Peter, welcome to the Leadership Lounge.

Peter, what skills and mindsets will the next generation of family enterprise leaders need?

Peter, what skills and mindsets will the next generation of family enterprise leaders need?

Peter, what skills and mindsets will the next generation of family enterprise leaders need?

I think getting to the heart of what makes a family tick is indeed critical, Peter. In every family, there will naturally be a complex web of relationships, traditions and emotional connections to get to grips with. And larger family enterprises will have different setups in terms of boards of trustees, family boards, different delegated sets of responsibilities.

I think getting to the heart of what makes a family tick is indeed critical, Peter. In every family, there will naturally be a complex web of relationships, traditions and emotional connections to get to grips with. And larger family enterprises will have different setups in terms of boards of trustees, family boards, different delegated sets of responsibilities.

I think getting to the heart of what makes a family tick is indeed critical, Peter. In every family, there will naturally be a complex web of relationships, traditions and emotional connections to get to grips with. And larger family enterprises will have different setups in terms of boards of trustees, family boards, different delegated sets of responsibilities.

And understanding the interplay between these is also really important. Annie, I know you wanted to talk about another skill, the importance of being an active listener in a family enterprise.