Unfortunately, Mom is often unaware - an unknowing, well-intentioned component of this communication problem. To visualize concept of triangulation, think of Mom, Dad and son/daughter being three points of triangle. Son/daughter will go to Mom with a problem they are having with Dad. Mom then talks to Dad where he explains his side of problem. Mom reports to son/daughter what Dad said - or what he tried to say. In this example communication linkage never directly connects son/daughter and dad. Consequently problem continues to fester because it never gets resolved. The two key parties never deal with issue, one-on-one.

For families in business together, getting any and all disputes and misunderstandings resolved is critical to success of succession strategy. Not doing so can stall entire succession planning process.

It is interesting to note that when disputes between siblings bubble to surface at succession time, siblings in business often tend to be more "rational" about process whereas siblings not involved in business tend to deal with succession process from an "emotional" point of view. This creates an environment that produces many opportunities for significant conflict in family and business.

Without outside intervention, reconciliation and remediation can be very difficult. For parents it can be heart wrenching - especially for Mom, business family's CEO. She becomes "shock absorber" for much of emotional drama that occurs during business family's succession process.

Smart succession management for business families includes preparing next generation of family owners for leadership of business. Smart business families also prepare for generational transition by identifying and training someone within family to be next CEO (Chief Emotional Officer) for family.

Don Schwerzer is the founder of Atlanta-based Family Business Institute and the Internet organization Family-Business-Experts.com

Okay, that is fairly straightforward.

After client receives their contractual services by member, member then bills their time to consortium in "units" not dollars. Units work better than dollars because they equalize various billing rates of members. For example: a CPA may bill four units per hour, a writer three, and a virtual assistant one. The consortium keeps track of everyone’s units and pay members on a regular basis as set up in consortium’s charter.

When consortium is properly tax-structured, revenue and expenses can balance themselves out. It is important to see a tax professional for details on structuring a consortium for tax efficiency.

A challenge when starting a consortium is to make sure that when looking for members, prospects do not mistake first meeting as a new networking group starting up. People confuse two and show up. This will give organizers a misrepresentation of "real" number of interested parties.

Joining a consortium is not a short-term project. It is important to know that joining or starting a consortium is long-term. There is initial investment of time and money from all members. The startup phrase doesn't occur in one meeting. An agreement on many items needs addressing. Some established consortiums require a minimum of three years, however, many startups can require five, ten or twenty-five years commitment.

Oh, but when they work, they are make being in business so much nicer.

Usually founding group elects three leaders to handle administration. One of three may have a higher voting right. Usually one given higher voting right is because of their investment of time or money, but not always. These leaders have responsibility of organizing meetings and splitting up consortium responsibilities between members in a fair manner.

Money is an important factor when entering into these types of agreements. It is main purpose of forming consortium. Money is also one of main reasons they breakup -- like most marriages. Because of this, it is important to have a buy-out clause in agreement that protects members and consortium.

Respect, appreciation, and acknowledging of each other’s contribution is mandatory -- put a cap on M to mandatory. The boundaries and scope of each other’s services must also be clear. It is not uncommon for some members to offer similar services. Thus, boundaries of who does what is extremely important.

Being a consortium member doesn't ban them from obtaining outside clients for their particular speciality. However, working with other members to gain contracts separate from consortium breaks their membership in consortium. And always have consequences stipulated in consortium charter.

Communication and cooperation are challenges for groups of this size. Each member needs to make big effort to work and be patience in these two areas. The need for professionalism is important so that group does not degenerate into personality conflicts or professional battles. Having an outside arbitrator for disagreements is a good idea.

Even though there is a challenge in finding right members and keeping relationships working, remember advantages outweigh any and all cons. Consortiums have been in existence for several decades now and have proved their possibilities.

For a list of additional resources, visit: http://www.abundancecenter.com/articles/consortiums.htm