François de Gaspé Beaubien
Well, I would definitely, definitely say that don’t have members of a family reporting to each other initially. And we did that with ourselves, which is really good. Later in life you can, you know, when somebody’s more seasoned, but you don’t want a daughter or a son reporting to their father, as an example. You may do an uncle thing, that could work, but ideally what you want is, people will take feedback best, especially early in their careers, from non-family members. Because there’s no baggage. And by baggage I mean in the you know, good and bad, but in the sense that there’s no history there, right, it’s just a professional relationship, so definitely you know, step one is make sure they're getting the coaches, the mentors, coaches, bosses, are professional in nature, not family. As somebody earns their spurs, and that’s a question of self-valorization too, then it could change, because they feel confident in their own skin, but in the beginning, definitely, definitely, outside parties to coach and mentor would be my recommendation.

Christine Blondel
The rising generation not to be dependent on the family business, that’s to say, they shouldn’t go into the family business because they have no other choice. They should feel that they are able to do something else, and if they go there, it’s really because they want it. Now, another thing that some families are developing is actually to support next generation members in their new ventures, you know, starting their own business, with sometimes some family funds, but also outside funds, and with some family support in terms of advice or a board of directors, or networking. So some businesses encourage the rising generation to start their own businesses and that will be to the benefit of everyone.