Advice: Does it really matter?

This includes advisory report preparation, in order to develop an action plan to address succession and governance issues in the business. As emphasised by Lane et al. (2006), family business requires a unique approach to governance, compared to non-family ones. Constructive feedback is an important part of this segment, which ensures the report’s clarity, therefore improving the advisory.  ‘Learn From Leaders #3: Advisors and Mentors'- it was very crucial to understand how mentors carefully choose their advisors to shape their ventures and make sound decisions. 

Reference: Lane, S., Astrachan, J., Keyt, A., & McMillan, K. (2006). Guidelines for family business boards of directors. Family Business Review, 19(2), 147-167.