From One Generation to the Next: Building a Family Business on Purpose

Last month, a dream came true. My son, Ezra, confirmed that he would join me in building our Family Business Advisory firm, Focus Forward Management.

It was a full-circle moment. His decision reminded me of the same joy and excitement I felt when I first joined my own family business decades ago. But with that excitement came challenges — and more than a few mistakes.

Reflecting back on those experiences, I’m determined to build a family business that operates on sound business practices, with a culture of performance, meritocracy, and open, honest communication. My hope is that by sharing some of these reflections, I can help other family business owners start similar conversations in their own organizations.

The Early Days — Learning by Trial and Error

When I arrived in Kinshasa, Democratic Republic of Congo (then Zaire) in June 1991 to join our family’s paint manufacturing business, I was eager to contribute. What I didn’t have was clarity — I didn’t know what my role was, who I was accountable to, or even what success looked like.

I ran around for several months “helping” wherever I could, often getting in everyone’s way. As the owner’s son, I received plenty of deference I hadn’t earned, which only blurred the lines further.

Looking back, I can see how unclear expectations, undefined accountability, and a lack of structure can create confusion — and unintentionally strain relationships — in a family business.

Those lessons stuck with me. And they’re exactly why I’m approaching this new chapter with Ezra differently.

Laying the Foundation for Success

Bringing a next-generation family member into the business is one of the most rewarding — and delicate — transitions an entrepreneur can face. It takes intentionality, communication, and structure. Here are the steps we’re taking to ensure we build this the right way:

1. Start with the Three Circles of Family Business.
We began by reviewing the Three Circles Model — Family, Ownership, and Business — and how each has its own objectives and decision-making criteria.

Understanding these circles gives us a shared language. It helps clarify where a decision is coming from and which “hat” each of us is wearing at any given time.

2. Shared our Vision and how we are going to get there.

This is our business plan on 2 pages starting with our Core Values: who we are, our Core Focus: what we do and why, our Core Target: what we want to accomplish in 10 years, our Marketing Strategy: who our ideal target market is, our 3 Year Picture, our 1 Year Plan and finally our quarterly priorities.  objectives, scope, and expectations for Ezra’s seat — including his compensation.

3. Use the Accountability Chart to define his seat.
This chart is more than an org structure; it’s a tool that aligns everyone to the company’s goals and clarifies accountability across the team.

We reviewed our updated the Accountability Chart (a key EOS® Tool) to make sure his “lane” is clear — his roles, responsibilities, and expectations including his compensation.

This is the foundation of meritocracy. In a family business, roles can blur easily; defining them clearly helps prevent confusion and fosters fairness.

4. Create a 30-60-90 Onboarding Plan.
Finally, we outlined a 30-60-90 Day Plan to ensure Ezra’s first 90 days are focused on learning, integration, and measurable progress. The plan identifies the knowledge, tools, and relationships he’ll need to be effective and successful — not just as my son, but as a professional leader in his own right.

Leading with Intention

Family businesses thrive when they balance legacy with professionalism — when love and logic can coexist. As I welcome my son into Focus Forward Management, I’m reminded that intentional structure doesn’t diminish family connection — it strengthens it.

The goal isn’t to recreate the past. It’s to build on its lessons and create a foundation that allows the next generation to thrive — guided by clear expectations, mutual respect, and a shared vision for the future.

That’s how family businesses evolve.
That’s how legacies endure.
And that’s exactly what we’re working to build, together.

Ready to unlock the power of your family business? Let’s talk.