Meet the LGA Team
Kelin E. Gersick, Ph.D.
Kelin Gersick is a co-founder and a senior partner of Lansberg, Gersick & Associates. He has taught at Harvard University and Yale University, and is Professor Emeritus of Organizational Psychology at the California School of Professional Psychology. His consulting, teaching, and educational programs on family business and family foundations have taken him throughout North America and to more than 35 countries in Central and South America, Europe, Asia, Australia, the Middle East, and Africa.
Kelin is the lead author of Generation to Generation: Life Cycles of the Family Business (1997, Harvard Business School Press), The Succession Workbook: Continuity Planning in Family Foundations (2000, Council on Foundations), Generations of Giving: Leadership and Continuity in Family Foundations (2004, Lexington Books), and many articles, cases, columns, and other publications. He has served as Co-Editor in Chief of Family Business Review, and is currently Chair of the Research Board for the International Institute for Family Enterprise.
Kelin’s consulting work focuses on the impact of family relationships – marriage, parenting, siblings, and cousins, and multiple generations — on governance and continuity in family businesses, family foundations, and family offices. Kelin holds a Ph.D. from Harvard University and a B.A. from Yale University.
Contact us to learn more about working with Kelin.
Research has shown that the development of family companies can fall into two, sometimes three, stages. This article discusses these stages in detail and shows how they can be useful to those in leadership roles.
In a surprisingly high percentage of cases, the work of family business consulting includes an element of re-parenting.
Many family businesses have a problem with recruitment into governance roles, and the family labor pool is a critical issue.
Over the past three decades, many business families have formed a Council. The oldest Councils have started asking “What do we do now?”
A very small part of the academic research on governance has taken into account family ownership and the special nature of family firm governance over time and across generations.
Three Obvious Assumptions about family businesses in the new millennium that are probably not true.
Was it "Dynasty" all over again? Or were there lessons in the recent week- long "Biography" series on family businesses?
They were on the same wavelength when they teamed up to buy their first radio station 20 years ago. Now that their grown children are in the business, Tony Giatto and Paul Dubois are tuning each other out.
Parents want to be fair to all their children. When their offspring work together in the business, it isn't always easy to figure out the best way to do it.
Life gets more complicated in later generations of a family company, as the Blanchards discovered when they tried to set up a process for selecting a new leader.