A Quick Introduction — Who Are You in the Story?

• To begin, which of these best describes your role in relation to the family's shared wealth? Options: Patriarch/Matriarch, Next-generation family member, Family office director, Wealth advisor/External counsel, Other (please specify)
• Who else usually joins conversations about major family decisions (titles or relationships, not necessarily names)? Options: Spouse, Adult children, Siblings, Family office staff, External advisors (lawyer/accountant), Other
• Roughly how many individuals participate in your family’s shared decisions today? Options: 1–3, 4–7, 8–12, 13–20, More than 20
• What’s the best way for our team to contact you and keep communications appropriately private? Options: Encrypted email, Phone call, Secure portal messages, Private in-person meeting, Through family office staff
• Is there an existing family constitution, council, or formal governance structure we should know about? Options: Yes — written and active, Yes — written but dormant, Informal/unwritten practices only, No formal structure, Unsure

If We Don’t Act, What Breaks First?

• What is the worst realistic outcome you fear if governance gaps remain unaddressed over the next 1–3 years?
• How likely do you think that outcome is—almost certain, possible, or unlikely? Options: Almost certain, More likely than not, Possible but unlikely, Unlikely
• Can you share a recent example or near-miss where unclear decision rights or family friction caused real cost or risk?
• Which of these consequences concerns you most (select up to three)? Options: Asset fragmentation/sale, Legal disputes between family members, Loss of family legacy/mission, Next-generation mismanagement of wealth, Public scandal or reputational harm, Tax or compliance failures, Other
• Who would be most harmed emotionally or financially if that worst-case happened, and why?

Where Do Decisions Really Live Today?

• Who typically makes the final call on major decisions (investments, business succession, philanthropy) — and why do they hold that power? Options: Single family leader, Family council/committee, Family office director, External trustee/advisors, Informal consensus, Other
• Describe the last major decision: who initiated it, who approved it, and how was disagreement handled?
• Are decision authorities written down and accessible to participants, or are they mostly understood by habit? Options: Documented and accessible, Partially documented, Understood by habit only, Not documented at all
• When urgent conflict arises, what informal escalation path do people follow today? Options: Call the family leader, Bring it to an advisor, Discussion at family gatherings, No clear path — it stalls, Other
• Is there a recent decision that exposed the limits of your current process? What specifically failed?

Whose Voice Shapes the Family’s Future?

• Who inside or outside the family currently has more influence than their title suggests — and how does that influence show up?
• Which next-generation family members are engaged, which are disengaged, and what explains those differences? Options: Engaged and prepared, Engaged but unprepared, Interested but excluded, Disengaged by choice, Disengaged due to conflict
• Are there family members whose participation must be protected for relationship or legal reasons (e.g., minors, beneficiaries with special needs)? Options: Yes — specify, No, Unsure
• Thinking about influence and dynamics, which relationships are most fragile and why?
• How do family members typically express disagreement—directly, through intermediaries, or by withdrawing? Give an example. Options: Direct conversation, Through advisors/agents, Avoidance/withdrawal, Public arguments

How Private Does This Need to Be — And Who Can Know What?

• To what degree must our work be confidential — from limited, to tightly controlled, to legally protected? Options: Limited (family only), Controlled (family + advisors), Legally protected (NDAs, counsel), Public tolerance required
• Have there been past confidentiality breaches or sensitive conversations that changed trust? What happened and how long ago?
• Would key family members be willing to sign confidentiality agreements before engaging in facilitated sessions? Options: Need to discuss, Yes — all expected to sign, Some will sign, some won't, Unlikely
• Which types of documents or data would we need access to for effective discovery (financials, governance docs, trusts, family histories)? Options: Financial statements, Trust documents, Tax filings, Existing governance papers, Personal letters/family narratives, Other
• Who will/should control access to sensitive materials and how do you prefer that control be enforced?

What’s Been Tried Before — And What Did We Learn?

• Have you attempted formal governance or facilitated conversations in the past? If so, what was the approach and outcome? Options: Yes — successful, Yes — partially successful, Yes — failed/stalled, No previous attempts
• When past efforts stalled or failed, what was the main reason (resistance, timing, lack of authority, trust issues, logistics)? Options: Resistance from senior generation, Timing/scheduling, Lack of clear authority, Insufficient follow-through, Privacy concerns, Other
• Who supported previous initiatives and who actively resisted them? Tell us one specific incident that mattered.
• Are there lessons—small changes or communication habits—that have actually improved things and deserve preserving?
• How long has the family lived with the most persistent governance or relational issue you described? Options: Less than a year, 1–3 years, 4–7 years, Over 7 years

What Would Success Feel Like at the Kitchen Table?

• If you could freeze-frame a future meeting where everything is working—what happens differently in that room?
• Which of the following tangible signals would convince you that governance is working? (pick up to three) Options: Clear decision records, Reduced disputes, Smooth succession plan executed, Engaged next generation, Transparent communications, Annual review cadence established, Other
• What emotional outcomes are most important—feeling respected, relieved, confident, united, or something else? Options: Respected, Relieved, Confident, United, Secure about legacy, Other
• Realistically, what timeframe would you expect for initial, meaningful progress (stabilize conflict, form council, draft constitution)? Options: 1–3 months, 3–6 months, 6–12 months, 12–18 months
• What would be an unacceptable outcome we should avoid at all costs?

What’s the Smallest Change That Preserves the Big Picture?

• If you insisted on the minimum intervention that still reduces immediate risk, what would that look like to you? Options: Formalize decision authorities, Create a standing council, Introduce a mediator for disputes, Establish confidentiality protocols, Next-generation education only, Other
• Which single governance tool would you prioritize first—constitution, council charter, conflict protocol, or heirs’ education—and why? Options: Family constitution, Council charter/design, Conflict escalation protocol, Next-generation education, Other
• Who must be on board for that ‘minimum viable’ step to work—and who is likely to resist?
• What resources (time, document access, advisors) can you commit immediately to get that first step underway?
• If we focused on just one measurable early win, what should it be and how would we measure it?

Practicalities — Who, When, and What Can We Access?

• Who are the core participants we must engage in discovery sessions (list roles), and who are optional observers?
• What days/times typically work best for multi-party facilitated meetings (select all that apply)? Options: Weekday mornings, Weekday afternoons, Weekday evenings, Weekend mornings, Weekend afternoons, Variable — needs coordination
• Are there legal or fiduciary constraints we should be aware of before discussing certain assets or decisions? Options: Trust restrictions, Regulatory limits, Pending litigation, No constraints, Unsure — need to confirm
• Who controls access to primary records (trusts, agreements, financial statements), and can we get read-only access for discovery? Options: Family office, External trustee, Family leader, Legal counsel, Not currently accessible
• How comfortable are participants with virtual sessions versus in-person facilitation? Options: Prefer in-person, Prefer virtual, Hybrid acceptable, No preference

Signals, Budget, and Timing — Are We Ready to Move?

• What is the budget range you would consider for a 6–12 month governance engagement (guideline)? Options: Under $50k, $50k–$150k, $150k–$300k, Over $300k, Need to discuss
• Who has the formal authority to approve commercial terms and engage external advisors on behalf of the family? Options: Family leader(s), Family council, Family office director, Legal/financial signatory, Other
• What are your non-negotiables in a commercial or confidentiality agreement (e.g., single point of contact, data handling, no-surprise fees)?
• How soon would you want the first facilitated alignment session to occur if terms are acceptable? Options: Within 2 weeks, Within 1 month, 1–3 months, Longer than 3 months
• What would be a clear reason for you to say 'not yet' after our initial discovery (e.g., key stakeholder refusal, insufficient confidentiality, timing)?

Final Check — Anything We’re Missing?

• Is there a family story, tradition, or value that must be preserved and woven into any governance solution?
• Who else should we speak with confidentially to get a fuller picture (roles only), and may we contact them?
• Before we finish, what concerns or questions would you like us to address first in our next conversation?
• Would you like a confidential summary of this discovery shared with the people you’ve authorized (and by which method)? Options: Yes — secure portal, Yes — encrypted email, Yes — in-person review, No summary requested

• Assessment Synthesis & Current-State Confirmation
• Family Alignment Session — Future State & Governance Outcomes
• Failure Modes, Risk Scenarios & Prioritization
• Prioritized Roadmap, Proof & Commitment

• Schedule the Governance Blueprint kickoff meeting and confirm participant availability.
• Map and validate specific governance outcomes that directly address the family’s top consequences.
• Select the top 3 prioritized governance deliverables for the initial engagement phase.
• Draft and circulate the one-sentence future-state statement and the outcome-to-consequence mapping.
• Prepare the first-draft scope for each of the top 3 deliverables (brief descriptions, expected outcomes, rough timelines).
• Collect any objections or missing context from attendees to refine the proposed outcomes.
• Frame the failure-mode approach and objectives
• Validate a ranked list of likely failure modes tailored to the family context.
• Agree on immediate mitigations and early-warning metrics for the top failure modes.
• Assign preliminary owners for mitigation steps and monitoring signals.
• Document ranked failure modes with agreed scores and circulate to stakeholders.
• Create a short list of immediate mitigations and assign owners with target dates for implementation.
• Define the monitoring signals and the cadence for review (who, how, when).
• Recap validated future state, top outcomes, and prioritized risks
• Approve a prioritized, timebound roadmap whose milestones directly prove the future state.
• Secure clear commitments on roles, time, and data access needed to execute the roadmap.
• Agree on next administrative steps and schedule the Governance Blueprint kickoff.
• Circulate the detailed roadmap with milestone metrics, owners, and draft SOW for signature.
• Finalize confidentiality safeguards and data-access protocols required for implementation.
• Welcome, objectives, and rules of engagement
• Produce and gain unanimous acceptance of a single, one-sentence current-state statement.
• Surface and quantify the top consequences that create urgency for governance intervention.
• Identify and assign owners for missing evidence and artifacts required for the Solution Experience.
• Finalize and circulate the agreed one-sentence current-state statement to all attendees.
• Collect and share supporting evidence requested (valuations, example conflict incidents, legal docs) before the next session.
• Schedule the Solution Experience / Family Alignment follow-up and confirm attendee list.
• Recap: agreed current state and prioritized consequences
• Agree on a clear, measurable future-state sentence that defines success.
• Present the prioritized roadmap (deliverables, timeline, owners)
• One-sentence current-state readback and refinement
• Define one-sentence future-state outcome
• Present tailored likely failure modes
• Proof mapping: show how each milestone proves the future state
• Breakout scenario analysis
• Evidence review from the assessment
• Map governance outcomes to each prioritized consequence
• Resource & participation commitments (roles, time, confidentiality needs)
• Surface and quantify consequences
• Proof points and precedent examples tied to the family context
• Collective prioritization (impact x likelihood x detectability)
• Forced validation: 'Does this solve your X?'
• Consensus & prioritization of immediate risks
• Identify rapid mitigations and monitoring signals
• Forced validation and sign-off on the initial roadmap
• Prioritize top governance deliverables
• Define next administrative steps and schedule Governance Blueprint kickoff
• Confirm pre-work for next session

• Draft Family Constitution
• Draft Family Council Bylaws
• Facilitate Family Council Meeting
• Facilitate Multi-Day Governance Retreat
• Draft Succession and Ownership Protocols
• Facilitate Family Conflict Mediation Session
• Draft Dispute Resolution Procedures
• Create Decision-Rights Matrix
• Draft Family Office Governance Manual
• Create Investment Oversight Charter
• Draft Philanthropy Governance Charter
• Deploy Confidentiality and Data Protocols
• Deliver Next-Generation Leadership Workshop

Draft Family Constitution

• Does the family currently have a written constitution or similar charter? Options: Yes (formal), Yes (informal/notes), No
• What core topics must the constitution cover for your family (select all that apply)? Options: Values & legacy statements, Membership & eligibility, Decision rights and authorities, Wealth distribution principles, Conflict resolution, Education and engagement of heirs, Philanthropy principles
• Who are the primary signatories or endorsers expected for the constitution (list roles or names)?
• Preferred level of formality for the constitution? Options: High (legalized, signatory signatures), Medium (formal policy with endorsement), Low (guiding statement)
• Are there jurisdictional or legal constraints to consider (e.g., country of residence, trusts, corporate entities)? Options: Yes, No
• What timeline do you expect for a first draft and final sign-off? Options: 2-4 weeks, 1-2 months, 3+ months

Draft Family Council Bylaws

• Do you plan to form a Family Council or update an existing council's bylaws? Options: Form new council, Update existing bylaws, No council planned
• Which elements should bylaws define (select all that apply)? Options: Council membership criteria, Officer roles and term lengths, Meeting frequency and quorum, Voting rules and thresholds, Observer or advisory roles, Removal and replacement procedures
• How many council members and what stakeholder types (e.g., senior generation, next gen, advisors)?
• Should bylaws include formal conflict-of-interest and confidentiality clauses? Options: Yes, both, Only conflict-of-interest, Only confidentiality, No
• Desired cadence for council meetings to be reflected in bylaws? Options: Monthly, Quarterly, Bi-annually, Annually, Ad hoc
• Any regulatory, tax, or entity-specific provisions that must be reflected in the bylaws? Options: Yes, No

Facilitate Family Council Meeting

• Is this a first convening or an ongoing periodic meeting? Options: First convening, Ongoing/recurring meeting, Special/ad hoc meeting
• What are the primary objectives for the facilitated meeting (select up to 3)? Options: Align on purpose and charter, Resolve a specific dispute, Approve policies/bylaws, Education for members, Decision on a major transaction, Other
• How many attendees and which stakeholder groups will participate (list roles/counts)?
• Preferred meeting duration and format? Options: Half-day (virtual or in-person), Full day (in-person), 2+ hours (virtual), Multi-session series
• Do you require pre-meeting materials, drafts, or a pre-read distributed to participants? Options: Yes, full pre-read, Yes, summary only, No
• Are there confidentiality or sensitivity constraints for discussion topics? Options: High (limited distribution), Medium (trusted participants), Low (open)

Facilitate Multi-Day Governance Retreat

• Is the retreat focused on strategy, governance design, conflict resolution, or education? Options: Governance design, Strategy/visioning, Conflict resolution, Next-gen education, Combined agenda
• Ideal retreat length and location preferences? Options: 2 days (nearby), 3-4 days (off-site), Custom length, Virtual multi-session
• Estimated participant count and composition (senior gen, next gen, advisors, non-family)?
• Do you require design of breakout sessions, expert speakers, or working group outputs? Options: Breakouts, Expert speakers, Working group deliverables, All of the above
• Are there sensitive topics that require private sub-sessions or separate facilitation? Options: Yes, No
• What tangible deliverables do you expect at retreat close (e.g., action plan, draft policies, council roster)?

Draft Succession and Ownership Protocols

• Do succession needs relate to a family business, share ownership, family office roles, or all? Options: Family business, Share/ownership transfers, Family office roles, All of the above
• Should protocols include competency or readiness criteria for successors? Options: Yes (competency-based), Yes (seniority-based), Hybrid, No
• Are there existing shareholder agreements, trusts, or legal instruments we must align with? Options: Yes, No, Unknown
• Preferred mechanics for ownership transfers (e.g., staggered transfers, buy-sell triggers, trust distributions)? Options: Staggered transfers, Buy-sell agreements, Trust-based distributions, Case-by-case
• Do you want formal development plans and timelines for identified successors? Options: Yes, with milestones, Yes, general timeframe, No
• Any regulatory, tax, or cross-border constraints to succession protocols? Options: Yes, No

Facilitate Family Conflict Mediation Session

• Is the mediation pre-emptive (preventative) or in response to an active dispute? Options: Preventative, Active dispute
• What is the dispute scope (financial, governance, personal/relationship, business operations)? Options: Financial, Governance, Personal/relationship, Business operations, Multiple
• How many parties are involved and are external advisors present (legal, tax, advisors)?
• Do parties agree to neutral facilitation and a confidentiality protocol for mediation? Options: Yes, agreed, Partial agreement, No
• Preferred mediation setting and length? Options: Single session (2-4 hours), Half-day, Full-day, Multiple sessions
• Are there immediate risks (e.g., litigation, asset transfers) that require escalation planning? Options: Yes, No

Draft Dispute Resolution Procedures

• Should procedures prioritize internal resolution, mediation, arbitration, or litigation escalation? Options: Internal resolution first, Mediation required before escalation, Arbitration mandated, Litigation allowed
• Do you want tiers of escalation (e.g., family council, independent mediator, arbitration)? Options: Yes, No
• What decision thresholds or triggers should initiate formal dispute procedures? Options: Financial thresholds, Governance deadlock, Reputation risk, Any formal complaint
• Should procedures include timelines for resolution and interim safeguards? Options: Yes (timelines + safeguards), Yes (timelines only), No
• Who should be authorized to invoke dispute procedures (roles or individuals)?
• Would you like templates for notices, confidentiality agreements, and mediator appointment clauses? Options: Yes, No

Create Decision-Rights Matrix

• Which decision areas should the matrix cover (select all that apply)? Options: Capital allocation, Hiring/executive appointments, Dividends/distributions, Real estate transactions, Philanthropy, Strategic business decisions
• What decision roles exist today (e.g., patriarch/matriarch, council, trustees, CEO, advisors)?
• Preferred decision model to reflect (single authority, consensus, majority vote, delegated authority)? Options: Single authority, Consensus, Majority vote, Delegated authority by threshold
• Do you require hard thresholds (financial or strategic) that escalate to higher authority? Options: Yes, No
• Should the matrix include approval SLAs and documentation requirements? Options: Yes (both), Only SLAs, Only documentation, No
• Are there external governance instruments (boards, shareholders agreements) the matrix must align with? Options: Yes, No

Draft Family Office Governance Manual

• Does the family office exist today and if so, what structure (single-family office, multi-family, outsourced)? Options: Single-family office, Multi-family office, Outsourced/virtual office, No existing office
• Which operational areas should the manual cover (select all that apply)? Options: Investment oversight, Risk management & compliance, Vendor management, Reporting & performance, Human resources, Operational policies
• Who are primary internal owners and external service providers the manual should reference?
• Do you require role descriptions, escalation paths, and handover procedures in the manual? Options: Yes (all), Some of these, No
• Preferred cadence for manual review and update? Options: Annually, Semi-annually, On major change only
• Are there compliance/regulatory frameworks to incorporate (e.g., FATCA, local regulations)? Options: Yes, No, Unknown

Create Investment Oversight Charter

• Should the charter establish an investment committee and if so, who should sit on it? Options: Yes (family + advisors), Yes (advisors only), No committee, delegated to manager
• Which elements should the charter specify (select all that apply)? Options: Risk tolerance and allocation, Mandates and restrictions, Manager selection and monitoring, Reporting cadence, Conflict-of-interest rules
• What reporting frequency and formats are required for investment performance? Options: Monthly, Quarterly, Semi-annual, Annual, Custom
• Do you require pre-approval thresholds for asset classes or single investments? Options: Yes, No
• Should the charter include delegated authorities to external managers and review triggers? Options: Yes, No
• Are there ESG, philanthropic, or impact constraints to reflect in mandates? Options: Yes (ESG/impact required), Optional, No

• Non-Disclosure Agreement (NDA)
• Engagement Agreement (MSA / Engagement Letter)
• Statement of Work (SOW)
• Fee Schedule & Payment Terms
• Data Handling & Confidentiality Addendum (DPA)
• Decision Authority & Sign-off Matrix
• Stakeholder Approval & Consent Log
• Escalation & Dispute Resolution Protocol
• Change Order & Scope Amendment
• Implementation Readiness & Onboarding Checklist
• Termination & Exit Terms
• Insurance, Liability & Indemnity Acknowledgement

• Annual Governance Review — Strategic Outcomes
• Operational Governance Health Check — Council & Secretariat
• Next‑Generation Readiness Review
• Confidential Issues Triage & Escalation
• Governance Roadmap & Recurring Cadence Planning

• Select a mitigation path or escalation and assign owners with immediate deadlines.
• Deliver an operational status memo ahead of the next governance review.
• Opening & Purpose
• Verify operational compliance and identify 2–3 process bottlenecks for immediate remediation.
• Establish or reaffirm the shared channel and triage protocol with SLA expectations.
• Assign owners and timelines for operational fixes and confirm measurement for follow‑up.
• Implement agreed meeting templates, decision registry, and update secretariat SOPs.
• Create the secure shared channel (or confirm existing) and publish the triage workflow.
• Opening & One‑Sentence Current State
• Validate next‑gen readiness against the defined success signals with concrete examples.
• Agree an updated learning plan with mentors, deliverables and measurable milestones.
• Secure next‑gen and mentor commitment to scheduled activities and assessments.
• Publish the updated next‑gen learning roadmap with milestones and owners.
• Assign mentors and experiential assignments; set dates for the next validation exercise.
• Record demonstrated scenarios and include them in the readiness dossier.
• Intake Summary & Current State
• Rapidly establish the issue's current state and risk profile with clear consequences.
• Welcome & Objectives
• Confirm confidentiality procedures and documentation for the incident record.
• Log the triage outcome and assigned owners in the secure shared channel.
• If escalation approved, notify counsel and leadership per escalation protocol.
• Schedule a follow‑up check within agreed SLA to confirm mitigation progress.
• Purpose & Success Criteria for the Session
• Agree and publish the annual governance calendar with clear owners and meeting scopes.
• Refresh and ratify the success signals and KPI thresholds used for all future reviews.
• Define the reporting package and secure shared channel protocols for issues and enhancements.
• Publish the finalized governance calendar with recurring invites and pre‑work templates.
• Update the success signals document and distribute to all stakeholders.
• Configure the secure shared channel and set access controls and triage SLAs.
• Confirm which success signals are met, partially met, or unmet with supporting evidence.
• Agree 3–5 prioritized strategic actions to address the highest‑consequence gaps.
• Set the recurring governance review cadence, owner(s), and reporting format.
• Authorize any required resource or confidentiality safeguards for follow‑up actions.
• Publish the updated success signals dashboard and distribution list.
• Assign owners and deadlines for each prioritized corrective action.
• Schedule the next governance review and circulate pre‑work requirements.
• If required, engage legal/counsel to implement additional confidentiality measures.
• Current State Snapshot
• Measured Readiness Signals
• One‑Sentence Current State
• Consequence & Risk Rating
• Review Past Cadence & Effectiveness
• Options & Proof Points
• Evidence: Success Signals Dashboard
• Proof: Applied Scenarios
• Incidents & Near‑Misses
• Define Recurring Cadence
• Refresh Success Signals & KPIs
• Process Compliance Review
• Consequence Assessment
• Confidentiality Safeguards
• Consequence Discussion
• Proposed Tactical Improvements
• Reporting & Shared Channel Design
• Curriculum & Mentorship Adjustments
• Gap Analysis & Root Causes
• Decision: Triage Outcome
• Record & Close
• Finalize Calendar & Assign Owners
• Shared Channel & Issue Triage Protocol