ABSTRACT
The effective delivery of family business coaching requires good understanding of the infrastructure of family businesses, and an appreciation of learning needs for the development of skills specific to delivering family business coaching, including relevant ethical issues. This chapter argues for the development of family business coaching using psychological models, theories, and relevant practice-related issues. The successful interface between power, family politics, conflict, communication, relationship, finance and profit can create an integrated family business. The chapter highlights important coaching practice-related issues to draw attention to coaches and coaching psychologists to develop their practice using the practical suggestions, top ten toolkits and coaching techniques appropriate to coach all involved in a family business, including non-family members. Coaching the non-family leader of a family business is not dissimilar to coaching any corporate executive. There are however three distinct areas of specific challenge which non-family leaders face over and over again: innovation, leadership, and managing performance.
