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Family enterprises are subject to a number of complex family and business dynamics particular to this type of closely held organization. Its members must attend to multiple stakeholders that encompass many different layers, many more so than in a publicly held enterprise.

In addition, the relationships and dynamics that govern family enterprises tend to be emotionally charged and may not obey objective business criteria.

Therefore, a system to evaluate leadership capabilities and their development, must be developed in a thoughtful and systematic manner and must have objective review and feedback built into the process.

FELS addresses leadership capabilities and development in each of the three subsystems of family enterprises.

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