SMALL-BUSINESS CONSULTATION

Small and start-up businesses face unique challenges and conflicts—from intense personal demands, complex relationships among principals, and ambiguity about business decisions, to retention of employees and strategic growth and development.  Immersed in the day-to-day operation of their companies, many small business owners do not develop a systematic framework for solidifying their businesses and their futures.

The Levinson Institute has successfully worked with small businesses and start-up businesses since 1968.  Levinson consultants help these business owners to sort out vexing problems, ranging from day-to-day operations to succession and perpetuation.  Our knowledge of both the human and organizational dimensions of running such a business enables us to recognize issues that are often less apparent to others.

Small or start-up businesses—like all business organizations— soon find that they require sound structures, effective systems and processes, clear accountabilities, and consistent leadership practices.  Personal relationships play an important role too, sometimes early as a source of strength and later as a cause for conflict.

Institute consultants review history, direction, and perceived problems with the owner or owners and talk with key employees before providing a comprehensive assessment and making recommendations.  By clarifying roles and accountabilities, setting up proper systems, and implementing good leadership practices, Levinson provides a roadmap for small and start-up businesses to ensure consistent growth.

FAMILY BUSINESS SERVICES

Family businesses face more than merely the demands of growing a company.  They must also deal with unique challenges and conflicts involving family dynamics.  Developing family members for succession, transitioning to non-family management, and retaining valued non-family employees all weigh heavily on business decisions.

Immersed in the day-to-day operation of the business, many family business owners do not develop a cohesive framework for their business's future.  As a result, only 30% of family businesses survive to the second generation and fewer than 15% carry over to the third generation.  The rewards, however, can be enormous.  Wal-Mart, E. & J. Gallo Winery, and Motorola, for example, each started as a small, family business.

The Levinson Institute has worked with family businesses for over three decades.  Levinson consultants help families confront and resolve a full range of problems, ranging from family ownership and decision making, succession and perpetuation, and family-conflicts in the business to implementing sound, professional leadership in the company.

Like all business organizations, a family business requires a sound structure, effective systems and processes, clear accountabilities, and appropriate leadership practices.  However, family-business owners must address their personal relationships, which can be source of great strength or the source of great conflict.

Levinson consultants begin by meeting with the owner or owners to review the history, direction, culture, and perceived problems.  Interviews may also include other family members and non-family employees.  The consultant then identifies the most critical issues and makes definitive recommendations.