How decisions are actually made in your family

• Tell me who currently takes the lead on shared financial decisions Options: Founding generation (patriarch/matriarch), Spouse or partner, Next-generation family member, Family office director, External trustee or advisor, No single lead / Ad hoc
• How many family members are active stakeholders in shared decisions today Options: 1-3, 4-6, 7-10, More than 10, Unsure
• Which family enterprises, trusts, or pooled assets does this decision group manage
• Describe the last time the family failed to reach agreement on a major decision and what followed
• Estimate the percentage of total family wealth that is governed informally rather than by written agreement Options: 0-25%, 26-50%, 51-75%, 76-100%, Unsure
• Is there an imminent trigger such as a succession event, sale, or liquidity event driving a firm deadline for governance work Options: Yes, within 3 months, Within 3-6 months, 6-12 months, No urgent trigger, Unsure

Where disagreements tend to escalate

• If a single contested decision could force a sale or major restructuring of assets, which decision would that be
• Who in the family tends to drive urgent decisions, and who is routinely left out Options: Founding generation, Next generation adult child, Family office director, External trustee, Spouse or partner, Other
• When disagreements arise, what typically happens to sibling or cousin relationships and to ongoing business operations
• Name one governance failure you suspect has already cost the family time, reputation, or money
• What immediate risk or recent event could make you stop any governance work right now

Topics that get avoided at family gatherings

• Why do unresolved tensions persist even after family conversations Options: Avoidance to protect relationships, Fear of legal escalation, Lack of clear decision process, Power imbalances between members, Other
• Share an example of a sensitive topic that was avoided and what made it untouchable
• How prepared do you think the next generation is to take fiduciary or managerial roles and where are the gaps
• Who outside the family influences decisions most, such as advisors, trustees, or business partners Options: External financial advisors, Family office staff, Trustees, Bank relationship managers, Operating business partners, Other
• Which single interpersonal dynamic, if unresolved, would make any governance plan fail

What successful governance would actually look and feel like

• Imagine a future where family meetings are constructive rather than combative, what would be the first sign that you had succeeded
• List the three outcomes that would make a governance effort worth the time and fees for your family
• Would you prioritize continuity of the family business, equal treatment of heirs, or flexibility for younger generations Options: Continuity of family enterprise, Equal treatment of heirs, Flexibility for younger generations, Preservation of philanthropic goals, Other
• Estimate the timeline you would accept for seeing measurable changes in decision-making behavior Options: 1-3 months, 3-6 months, 6-12 months, 12+ months
• If a pilot delivered the improvements you named, could you sign the full engagement within four weeks Options: Yes, No, Maybe, needs internal approvals

Practical barriers that stop progress

• What regulatory, fiduciary, or confidentiality risks do you fear most in formalizing governance
• Confirm whether legal counsel or family office compliance must approve any new governance charter before meetings proceed Options: Yes, formal approval required, Optional review only, No formal approval required, Unsure
• Indicate which of these constraints are present today, pick all that apply Options: Pending litigation or disputes, Trust documents with restrictive clauses, Confidentiality concerns among members, Unwilling or unreachable family members, Unclear ownership records, Regulatory or tax approvals needed, Other
• Are there family members who would refuse to participate in confidential sessions Options: Yes, one or more will refuse, Possibly, depends on format, No, all are open, Unsure
• Point to the single constraint that, if unresolved, will block this project in the next three months

The other routes you are considering

• Name the alternatives you are actively considering, including in-house options and incumbent advisors Options: Keep current advisor/incumbent, Use internal staff only, Hire a different external consultant, Engage a law firm only, Use trustee or fiduciary services, No solution planned, Other
• Select the reasons you might stay with your current approach rather than hiring outside help Options: Lower cost, Trust in existing relationships, Concern about outside fit, Desire for privacy, Perceived low urgency, Internal proposal to handle it, Other
• Has anyone proposed solving governance internally and if so what resource or role did they suggest
• List any incumbent advisors or firms you have spoken to about governance in the last 12 months
• Describe the single condition that would make remaining with your current approach acceptable

Operational readiness, approvals, and access

• Confirm whether key family members can commit to the initial assessment sessions within your desired timeline Options: Yes, required attendees can commit, Some can commit, others cannot, No, scheduling is the main barrier, Unsure
• Identify who will be the primary sponsor and who will be authorized to sign the statement of work
• Choose which documents you can provide promptly, such as trusts, shareholder agreements, or prior governance notes Options: Trust documents, Shareholder or operating agreements, Family meeting minutes, Existing governance charters, Recent financial statements, Tax and trust summaries, Other
• Provide an approximate window for when core stakeholders are typically available for multi-hour sessions Options: Within 2 weeks, 2-6 weeks, 6-12 weeks, More than 12 weeks, Unscheduled or irregular
• Please provide the name and contact role of legal or compliance people who must review or approve this engagement
• Can your team deliver signed confidentiality agreements and access to estate documents within 10 business days Options: Yes, No, Maybe with internal help, Unsure

Decision rhythm and next steps

• Assuming you saw initial alignment in a pilot, what would speed your decision to commit to a full program
• Select the internal stakeholders who must approve the engagement for it to move forward Options: Family patriarch or matriarch, Next-generation sponsor, Family office director, CFO or financial controller, Legal counsel, Trustee, Other
• Provide the target budget range you have allocated or expect to allocate for governance design and implementation Options: <$50k, $50k-$150k, $150k-$350k, $350k-$750k, >$750k, Unsure
• After receiving the statement of work, what is your usual decision timeframe Options: Within 1 week, 1-4 weeks, 1-3 months, Longer than 3 months, Depends on outcomes
• Identify the milestone that would trigger full payment and the authorized signer for that milestone
• Would your sponsor be able to sign within seven days if the initial assessment confirms the problem and expected gains Options: Yes, No, Maybe, needs internal approval, Unsure

• Assumptions, Scope and Confidentiality Agreement
• Confidential Interview, Senior Generation Stakeholder
• Confidential Interview, Next Generation Stakeholder
• Stakeholder Synthesis Workshop
• Confidential Stakeholder Feedback and Ratification Session

• Prepare anonymized excerpts and supporting evidence for the stakeholder feedback session
• Create a documented next-generation profile with engagement preferences and development needs
• Record the stakeholder's willingness to participate in governance and preferred level of responsibility
• Capture perceived points of tension and suggestions for bridging gaps
• Draft the next-generation stakeholder profile for anonymized synthesis
• List recommended development topics and potential delivery formats
• Note any follow-up interviews or data needed to validate claims
• Review anonymized interview summaries
• Produce and accept a consolidated assessment document with anonymized findings
• Agree a prioritized list of the top five issues to address during governance design
• Establish a readiness matrix assigning a governance readiness level to each named stakeholder
• Produce the consolidated assessment report with recommended scope for Governance Design Workshops
• Confirm engagement objectives and assumptions
• List and schedule any required follow-up interviews or data collection tasks
• Reconfirm consent and the session boundaries
• Stakeholders confirm or formally dispute each key finding, with disputes logged for follow-up
• Decision recorded to proceed to Governance Design Workshops or a list of preconditions needed
• Final disclosure boundaries and handling of sensitive items are agreed
• Publish a signed record of stakeholder confirmations and documented disputes
• Update the Governance Design scope to reflect stakeholder decisions and preconditions
• Schedule Governance Design Workshops or set deadlines for resolving preconditions
• Signed confidentiality and consent agreement covering interviews and reporting is in place
• Finalized list of named stakeholders and interview order documented
• Documented reporting format and rules for handling sensitive disclosures
• Circulate the confirmed confidentiality and consent form for signatures
• Publish the finalized interview schedule with contact preferences
• Record the agreed disclosure and escalation rules in the engagement charter
• Reconfirm consent and recording rules
• Produce a documented stakeholder profile including decision authority, motivations, and top three concerns
• Capture at least one verifiable example of a recent conflict and the stakeholder's view of root causes
• Record a readiness rating for formal governance with supporting evidence
• Draft the stakeholder profile and flag any statements requiring corroboration
• Request copies of documents or correspondence referenced during the interview
• Schedule a short follow-up if clarifications are needed
• Reconfirm consent and confidentiality boundaries
• Map interpersonal dynamics and recurring fault lines
• Personal background and engagement preferences
• Stakeholder role, history and motivations
• Review confidentiality and consent protocols
• Present the consolidated assessment and top issues
• Prioritize points of contention by impact and immediacy
• Finalize named stakeholder list and interview priorities
• Perceptions of current family dynamics and concerns
• Attitude to governance and decision rights
• Capture confirmations, disputes and clarifications
• Assess readiness for formal governance and recommend initial scope
• Decide what to include in the Governance Design scope and what remains confidential
• Recent conflicts and perceived root causes
• Interest and readiness for governance roles
• Agree reporting format and disclosure rules
• Identify development or education needs
• Readiness and expectations for formal governance
• Agree items that need further investigation before design
• Confirm next steps and decision to proceed or defer
• Confirm schedule and logistics

• Stakeholder Roles and Decision Rights Workshop
• Family Constitution Framework Workshop
• Council Charter and Committee Design
• Conflict Resolution and Escalation Protocols

• Integrate the protocol cross-references into the decision-rights matrix and council charter drafts.
• Publish the draft review schedule and feedback deadlines for stakeholders.
• Agree council purpose, authorities, and limits
• Council charter with roles, terms, quorum and voting thresholds ratified for inclusion in the constitution.
• Subcommittee scopes and initial meeting dates agreed so committees can be launched.
• Publish the ratified council charter and role descriptions for stakeholder review.
• Prepare an onboarding checklist and agenda for the first council meeting.
• Draft subcommittee charters and circulate for comment before the next meeting.
• Identify conflict types and escalation triggers
• Conflict-resolution protocol agreed with clear triggers, escalation steps, and timelines.
• Confidentiality safeguards and enforcement mechanisms approved for inclusion in governance documents.
• Produce the final conflict-resolution protocol document for inclusion in the constitution and council charter.
• Compile a short list of acceptable external mediators and selection criteria.
• Confirm governance scope and decision categories
• Decision-rights matrix agreed for each decision category or disputed items logged with required evidence to resolve.
• A short list of test scenarios validated to demonstrate the matrix functions in practice.
• Publish the drafted decision-rights matrix with tracked disputed items for review.
• Collect the evidence or documents requested to resolve disputed decision assignments.
• Schedule a follow-up session for any unresolved decision assignments within two weeks.
• Re-state purpose, scope and success criteria for the constitution
• Constitution outline approved including core principles, membership rules, and amendment process.
• Clear acceptance criteria and timeline agreed for converting the outline to legal language.
• Produce the first full draft constitution in legal-ready format based on the agreed outline.
• Gather any example clauses or precedents requested during the workshop for inclusion or reference.
• Review proposed decision-rights assignments by category
• Set role descriptions and term lengths
• Agree staged escalation ladder and timelines
• Review and finalize core principles and values
• Define quorum, voting thresholds and meeting cadence
• Define evidence standards, confidentiality and sanctions
• Validate assignments with decision scenarios
• Define membership, rights, and eligibility rules
• Test protocol with two hypothetical scenarios and finalize wording
• Design subcommittees and immediate workstreams
• Set amendment, sunset and succession clauses
• Record disputed items and agree next steps
• Confirm acceptance criteria and next steps to draft legal text

• Draft Family Constitution and Charter
• Establish Family Council Structure and Bylaws
• Facilitate Founding Family Council Meeting
• Draft Governance Policies and Decision-Rights Matrix
• Design and Deliver Next-Generation Education Program
• Facilitate Conflict Resolution and Neutral Mediation Sessions
• Produce Succession Transition Timeline and Task Pack
• Implement Confidentiality and Information-Sharing Protocols
• Create Family Office Governance Charter and Role Framework
• Draft Philanthropy and Foundation Governance Framework
• Define Trustee, Director, and Executive Role Descriptions
• Run Annual Governance Review and Policy Update Workshop
• Onboard Next-Generation Members into Governance Roles
• Draft Shareholder and Ownership Transfer Procedures

Draft Family Constitution and Charter

• Which family members and named stakeholders must be listed as signatories on the drafted family constitution PDF?
• How many review rounds do you expect for the constitution draft before finalization? Options: 1 round, 2 rounds, 3 rounds, More than 3
• Do you require the constitution to be reviewed by external counsel or a trustee for legal sufficiency? Options: External counsel review required, Trustee review required, Both, Neither
• Which governance principles (for example: amendment process, quorum, veto rights) must appear as clause headings in the constitution document?
• What acceptance criteria will confirm the family constitution is approved (for example: signed PDF from required signatories, council vote recorded in minutes, and uploaded to the secure family binder)?
• Specify any jurisdictions or trust domiciles that the constitution must reference for tax or legal compliance.

Establish Family Council Structure and Bylaws

• Who will be proposed as founding council members and named alternates for the bylaws roster?
• Which meeting cadence should be codified in the council bylaws? Options: Monthly, Quarterly, Semi-annual, Annual, Ad hoc
• How will voting quorums be defined for ordinary and special resolutions inside the bylaws document?
• What acceptance criteria will confirm the council bylaws are adopted (for example: signed by council chair, uploaded to the family governance binder, and acknowledged by council email confirmation)?
• Indicate any standing committees and delegated decision rights that must be included in the bylaws (for example: investment committee, philanthropy committee).
• Are there disclosure or conflict-of-interest statements you want embedded for council members? Options: Yes, standardized disclosure form, Yes, written declaration each meeting, No formal disclosure required

Facilitate Founding Family Council Meeting

• When should the founding council meeting be scheduled relative to delivery of the draft documents (within 2 weeks, within 1 month, within 2 months)? Options: Within 2 weeks, Within 1 month, Within 2 months, Schedule later
• Which materials do you expect circulated before the meeting (constitution draft, bylaws, decision-rights matrix, minutes template)? Options: Constitution draft, Bylaws, Decision-rights matrix, Minutes template, Other
• Who will chair the founding meeting and who will be responsible for capturing formal minutes or a meeting record?
• Do you prefer an external neutral facilitator for the founding meeting or an internal family moderator? Options: External neutral facilitator, Internal family moderator, Co-facilitated
• How many participants do you plan to have at the founding meeting and how many will require remote dial-in?
• Provide any venue or travel restrictions that affect meeting logistics (for example: private estate only, neutral venue, videoconference only). Options: Private estate, Neutral venue, Virtual only, Either estate or neutral venue

Draft Governance Policies and Decision-Rights Matrix

• Which decision categories should appear as rows in the decision-rights matrix spreadsheet (for example: capital allocation, executive hires, philanthropic grants)?
• How will approval thresholds be expressed in the policy table (dollar amounts, ownership percentage, vote percentage)? Options: Dollar thresholds, Ownership percent, Vote percent, Combination
• Who should be the named approver for executive-level decisions in the matrix (for example: CEO, council chair, external advisor)?
• What evidence will validate adoption of the decision-rights matrix (for example: signed owner acknowledgements, updated family office workflows, and an integrated matrix file in the secure drive)?
• Identify any existing company charters, employment contracts, or trust instruments that must map into the decision-rights matrix.
• Are there reporting or audit requirements to attach to each decision type, such as monthly investment reporting or annual philanthropic impact summaries? Options: Monthly reporting, Quarterly reporting, Annual reporting, No additional reporting

Design and Deliver Next-Generation Education Program

• Which training topics should the program cover (financial literacy, governance responsibilities, stewardship, conflict-resolution exercises)? Options: Financial literacy, Governance responsibilities, Stewardship and legacy, Conflict-resolution exercises, Other
• Estimate the number of next-generation participants and the age ranges the program must accommodate. Options: Less than 5 participants, 5-10 participants, More than 10 participants
• Confirm whether you require certification, attendance tracking, or simulation assessments as part of the program. Options: Certification, Attendance tracking, Simulation assessments, None
• Which delivery formats do you prefer: in-person workshops at a family estate, virtual live sessions, or self-paced e-learning modules? Options: In-person workshops, Virtual live sessions, Self-paced e-learning, Blended
• When do you plan to enroll next-generation members into governance roles relative to program completion (immediately, after mentorship, after a probationary period)? Options: Immediately, After mentorship period, After probationary period, Undecided
• Provide the desired learning outcomes and success measures for the program, for example percent completing a capstone or taking a junior governance role within 12 months.

Facilitate Conflict Resolution and Neutral Mediation Sessions

• Who are the named stakeholders likely to attend mediation sessions and which relationships are highest risk for escalation?
• Which dispute-resolution formats do you prefer: shuttle mediation, joint facilitated sessions, or independent fact-finding with reconvening? Options: Shuttle mediation, Joint facilitated session, Independent fact-finding, Hybrid
• Estimate the number of mediation sessions you expect per conflict case before a governance decision will be required. Options: 1 session, 2-3 sessions, 4+ sessions
• Are nondisclosure agreements required for mediation participants and should session notes be sealed in the secure family vault? Options: NDA required, Sealed notes required, Both, Neither
• Identify previous mediation reports, legal filings, or family office incident logs you want the mediator to review ahead of sessions.
• Which metrics will you use to judge mediation success, for example percentage of disputes closed without litigation or time-to-resolution under 6 months?

Produce Succession Transition Timeline and Task Pack

• Which roles are in scope for the succession timeline (for example: executive CEO, family office CEO, board chair)?
• How long should the transition timeline run (3 months, 6 months, 12 months, multi-year phased plan)? Options: 3 months, 6 months, 12 months, Multi-year
• Assign the owner for each milestone in the Gantt-style task pack and name the escalation contact for missed milestones.
• List the paperwork templates you require for handover, such as role inventories, financial signatory updates, and trustee appointment forms.
• When should successor shadowing and knowledge-transfer sessions occur relative to formal handover? Options: 2 months before handover, 1 month before handover, Concurrent with handover, After handover
• Specify any regulatory filings or third-party notifications required during ownership transfers, including company registry and trustee filings.

Implement Confidentiality and Information-Sharing Protocols

• Which categories of documents must be restricted in the secure family drive (trust deeds, tax returns, investment memos, medical records)? Options: Trust deeds, Tax returns, Investment memos, Medical records, Other
• Will you require tiered access controls by role such as view-only for siblings and edit access for family office officers? Options: Yes, tiered by role, No, uniform access, Need recommendation
• Describe how encrypted storage and audit logs should be provisioned and who will be the administrator of the secure channel.
• Are incident response steps required for suspected confidentiality breaches and should notifications be required within 48 hours? Options: Yes, 48-hour notification, Yes, different timeline, No formal timeline
• List any legacy file locations or email accounts that must be migrated or staged for restricted access during governance onboarding.
• Which legal instruments should be referenced in the protocols (existing NDAs, trust protective provisions, shareholder agreements)?

Create Family Office Governance Charter and Role Framework

• Who are the key operational roles to include in the charter (family office CEO, CFO, head of investments, chief of staff)?
• Which decision limits and financial authorities should be assigned to each operational role in the role matrix?
• How should succession for family office executives be handled in the charter, including emergency interim appointments?
• Indicate the expected service-level measures or KPIs for family office roles, such as monthly reporting cadence and response times for urgent instructions.
• Would you like role descriptions that include authority checklists and a standard onboarding checklist for incoming executives? Options: Yes, No, Partial
• Which external service providers should be listed with engagement terms in the charter (family counsel, tax advisor, trust protector)?

Draft Philanthropy and Foundation Governance Framework

• Which philanthropic vehicles are in scope for the framework (private foundation, donor-advised fund, family philanthropic fund)? Options: Private foundation, Donor-advised fund, Family philanthropic fund, Combination
• Describe how grant approval thresholds should be set and who will hold final sign-off on grants above specified amounts.
• What reporting cadence do you need for philanthropic impact reports and donor stewardship updates (quarterly, semi-annual, annual)? Options: Quarterly, Semi-annual, Annual, Custom
• Which conflicts-of-interest policies should apply to foundation board members, including related-party grant prohibitions?
• List any preferred philanthropic themes, geographies, or beneficiary types that should be embedded in the foundation charter.
• Confirm whether there are specific legal or tax compliance items we must address for the foundation (for example: private foundation excise tax, local grant reporting). Options: Yes, specific items, No specific items, Unsure, need advisor input

• Obtain written acceptance sign-off for each deliverable in the statement of work
• Confirm handoff of final governance documents
• Verify transfer of training and education materials
• Confirm formation and appointment records for governance bodies
• Transfer access and credentials to agreed repositories and tools
• Secure written attestation of confidential data custody or secure deletion
• Close or document resolution plan for outstanding issues
• Archive final project artifacts in the agreed location
• Obtain written authorization to trigger the final billing milestone
• Schedule and confirm the first Sustain & Review checkpoint