February 5, 2025 • 17 mins
Devin DeCiantis and Ivan Lansberg, the Managing Partner and co-founder respectively of Lansberg Gersick Advisors, continue the discussion of their new book, THE ENDURING ENTERPRISE: How Family Businesses Thrive in Turbulent Conditions, including the possible consequences of the latest US election on family businesses, 7 stabilizing strategies for businesses and organizations, and weighing the "I" vs the "we".
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Episode Transcript
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Gary Michels (00:00):
So we don't really like to on this show get too
(00:03):
political or take sides onanything, but just looking at it
objectively, this book waswritten before the most recent
US presidential election, andthat election is now over, and
it means a change in theadministration and possible big
changes to business. Does thatchange anything in the book for
you, or change what you thinkthe outlook is for family
(00:26):
businesses in the United States?And if so, or if not, what
impact do you believe this willhave going forward?
Devin DeCiantis (00:33):
It's a great question Gary and obviously a
sensitive one, but in general, Ithink it it addresses precisely
one of the challenges that wewanted to write about in
anticipation of not just the USelection, but over the course of
2024 more than half of theworld, for the first time in
history, went to the polls toelect their governments, and not
(00:54):
just in the US, but in manycountries. The outcomes of those
elections were complicated andpresented the businesses
operating in those environmentswith potentially a very
different world to navigate theday after the election than the
day before the election. Andpart of our aspiration with the
book was to provide examplesfrom other places where perhaps
(01:14):
those lurches left or right inthe political spectrum or in
terms of industrial policy mighthave been more dramatic, but
they're dramatic with an effect.The effect is that you still
need to attend to and thinkabout how you're going to
reposition yourself in the faceof, you know, tariff barriers,
or a change in access to tosupply chains that are that are
(01:36):
competitive, depending on whichcountries you operate in, and
the importance of thediversification within those
supply chains, the importance ofredundancy built into your
inventory and warehousing, theimportance of strategic
simplification in terms ofrecognizing the impact of
inflation on your on yourbusiness model, and the
compression on your margins, allof these issues that are dialed
(01:57):
up to 11 in some environmentsaround The world. You know,
places where Hyperinflation isripe are still present here,
just not at 11, but maybe atseven on the dial. And most
business leaders are used to atwo or a three. So in that
respect, we've hoped, as wewrote this book and in the
selection of the cases thatwe've included, that this would
(02:17):
be a bit of a new and freshstrategic playbook for leaders
who are trying to navigate whatis undoubtedly going to be among
the most tumultuous severalyears in recent American
history.
Ivan Lansberg (02:30):
The other thing I think this change highlights for
me, and I think the book,certainly it builds on this
concern, is that, let's say youtake Elon Musk and have him
moving to government to cut allthe you know, inefficiencies go
to speed. And, you know, I'm allfor being for having an
(02:52):
efficient government. I thinkthat's terrific, that the
concept is very nice. But beforeyou move in with a with a
chainsaw, you really need to payattention for why those
inexpiciencies are built intothe system, and because if you
cut them all away, you'rebasically jacking up risk that
the institutional stabilizers,as we call them in the book,
(03:14):
will begin to wither, and beforeyou know it, the US is going to
start beginning to look morelike Guatemala, you know, in
terms of its its ability, andfor business people, the
implications are huge, likeyou're pointing out exactly, you
know. I mean, what will thestars do to our game? What will,
you know? What will happen whenwe can count on, you know, in
(03:36):
theme, to rescue people after atornado goes by. I mean, once
you take all that away, if youjust slash and burn, you're
going to be left with just askeleton or something that
really does expose the constructof the US to enormous risk.
Gary Michels (03:55):
It goes back to risk and reward again, what's
the risk and what's the reward?And if our world can get to a
spot where we're sitting at thetable, whether you're left or
right, and you're fully sayingwhat's going to be the best for
the world long term, that's whywe all do what we do, right,
what's a good middle ground thatthat will be the best for most
(04:15):
people. Learning from all this,you guys have actually come up
with seven stabilizingstrategies, and I love lists
that you they can help anyorganization increase its
resilience and performance.Would you guys mind sharing
those?
Devin DeCiantis (04:29):
Yeah, sure, and thanks Gary for calling it out.
In fact, we didn't develop thesestrategies, these strategies we
identified as recurring amongthe hundreds of families around
the world we studied so as we aswe went out and tried our best
to understand this phenomena ofenduring enterprises and what
made them tick and what allowedfor them to adapt to these
(04:50):
tumultuous conditions, we keptcoming back to this cluster.
There were more than seven atone point, but we distilled it
down to these seven becausethese were the seven most
recurring caps. Patterns, and wededicated in the book one
chapter to each of thesestrategies, and included an
iconic case study thatexemplified each of the
strategies. So, you know, I canlist a couple of them here, but
(05:12):
things like, like redundancy,which feels, again, we use that
term almost pejoratively, like,oh, that's redundant. We don't
need that extra infrastructurein order to be able to do what
we do. But to Yvonne point justnow, sometimes efficiencies are
actually essential for theviability long term of an
enterprise. And the iconic casethat we use in the case of
(05:35):
redundancy is as a hoteloperator, a family controlled
company in Haiti that's beenthis at the epicenter of every
possible social, political,economic and environmental
disaster you can imagine, overtheir 50 year leadership of this
enterprise, and in the face ofthat, recognizing that at any
moment, any one of the essentialsystems that allow for them to
(05:56):
continue could break down. Theyhave backup generators for their
backup generators. They havebackup communication systems.
They have backup internetinfrastructure. They have backup
security teams. They have backupin your warehouses of and
stockpiles of all the essentialneeds that their that their
guests might might desire, notjust for the time at which
(06:19):
they're there, but in the eventthat the entire society
collapses, as it had in the wakeof the big earthquake in recent
years and now with all sorts ofRoman gangs circling through
Port au Prince. So you recognizethat with examples like this,
that redundancy actually becomesa strategic asset as a pro as
opposed to a, you know, anexpense that is frivolous and
(06:41):
that needs to be that needs tobe reduced. Similarly for
strategies like migration, it'sreally about resources at some
point, in some circumstances.And we use and highlight a case
from from Syria of anenterprising family whose assets
were essentially expropriated bythe government in in the 1960s
(07:03):
and they had to migrate. Theyessentially were, were forced to
either, you know, live ascivilians in country, but not
with the possibility of ofcontinuing to operate, or
migrating to neighboring Lebanonand starting back up from
scratch, using their socialcapital, their intellectual
capital, to rebuild an empirethat ended up becoming a
regional champion once again,but in the face of a hostile
(07:26):
environment that's no longerreceptive to your ongoing
presence there, in some points,you just need to pick up and go.
You need to know when to holdthem and when to fold them and
when it's time to fold them. Youneed to pick the appropriate
destination for that journey,and I say that with a smile,
knowing that you live in inVegas...
Ivan Lansberg (07:44):
Haha, I was just thinking that. But, you know, I
think one key point Gary is, isthat it runs through all of the
strategies. None of them comefor free, and business owners
are so focused on theiroperating models appropriately,
right? So you know you'rerunning a company, 90% of your
attention is making sure youknow the product is out the
(08:05):
door, the service is provided,and everything is done in the
most cost effective mannerpossible. But if you overlook
also pausing and askingyourself, what risks are we
taking and what measures mightwe built into our operating
models to be able to cushionuncertainty which will come your
(08:28):
way, one way or another. Youknow, whether it's 911 whether
it's COVID, whether it is youknow, the new administration,
whatever it is, something'sgoing to affect and touch your
business. You better be readyfor that, and understand that
any one of those measures, likea spare tire in a car, you know,
will take some resources, willoccupy space. We'll weigh you
(08:50):
down a little bit. But inexchange for that, you're upping
the chances of continuity, whichfor most family enterprises, and
very much in tune with yourlegacy construct is key. That is
a key priority. So if you wantto continue, you better be
attentive to risk.
Gary Michels (09:10):
So as you guys know, our insurance companies
call Southwestern LegacyInsurance Group. Thus, Let's
Talk Legacy. Legacy is such animportant part to what we do
every day, and when a personpurchases insurance, it's
because they want to leave alegacy for somebody behind. It's
always an interest to us tounderstand what legacy means to
each and every person that wespeak with every day. And I'd be
(09:33):
curious to each of you guys,what legacy means to you.
Devin DeCiantis (09:37):
That's a great question. And I'd be curious to
go back and hear how your otherguests have answered. In my
perspective, when I think aboutlegacy, I think about bringing
forward into the present andcarrying into the future those
aspects or elements of ourshared heritage that we want to
celebrate and that we want tosustain. And it's also
(09:59):
recognizing. The world around usis changing, and the world in
which those legacies were firstestablished isn't necessarily
the world of today or the worldof tomorrow, and so that we need
to also adapt that legacy andbring forth the elements that we
truly appreciate but embrace,perhaps some novelty and
innovation that wasn't everconceived when when the legacy
(10:21):
was first established.
Ivan Lansberg (10:23):
And to me, it, you know, I became a grandfather
seven years ago. And to me, thatis, you know, a very important
motivation to try and reflecton, what can I pass on to my
grandchildren that will endure.You know, what are the stories,
what are the values, what arethe strategies that have, I've
(10:47):
seen worked, and that this workactually reflects, you know, an
inventory of that could beuseful to them as they will
tackle the world they willinherit with full knowledge that
that world, as Devin suggests,will be quite different from the
one I've lived.
Gary Michels (11:05):
Absolutely. Do either of you feel that your
personal legacies are anydifferent than your work
legacies?
Devin DeCiantis (11:11):
It's a great question.
Ivan Lansberg (11:12):
Great question.
Devin DeCiantis (11:15):
I mean, I think they're inextricably
intertwined, certainly at thisage and stage in my in my
career. You know, they'rethey're inseparable, although, I
will say, you know, to theextent that we have personal
lives outside of ourprofessional lives, our most
authentic selves will will alignthose, those elements of of your
person that may be distinct fromwhat's useful in your work, but
(11:40):
it ought not to run across thegrain, otherwise, you're
probably in the wrongprofession.
Gary Michels (11:45):
The reason that I asked that question is I've seen
so much lately, so many famousbusiness people, athletes, even
executives and companies there,for the first time in years,
start to build their ownindividual brand, even within
that company, and it's themletting the world know who they
are, what their legacy is in thecombination of the company or
(12:07):
the the environment that they'rein. That's why I asked you guys,
do you have some personallegacies that you'd like to see
accomplished?
Ivan Lansberg (12:14):
Yeah, I know it's a great question, and I had two
thoughts on that. One is, youknow, there's something so
important in families, becauseyou're constantly managing the
relationship between the I, whoI am as an individual on the we,
the identity that we holdtogether as a group, right? So
that tension is inherently builtinto into families. The other
(12:37):
thought I had about this was astory that I think Warren
Buffett tells about, you know,some sometime they ask him, so
how do you define success? Andthen he says that the person who
dies with the most friends. Andthen they asked him, so how do
you define a friend? And then hesays, Well, a friend is and then
(13:01):
he notes a friend of his whowent through the Holocaust,
right? And says, A friend issomebody who will hide you,
meaning somebody who will takehave enough conviction and
commitment to you to take apersonal risk on your behalf. An
advocate, basically, anadvocate, right? An advocate who
(13:23):
will protect you when the timecomes. Our emphasis on family
unknown, on unknown risk,basically, in the book, it
really comes from, you know,being exposed to families
worldwide, in the US, in Europe,in Asia, in Latin America, in
Africa, that are just exemplaryat managing that tension and
(13:46):
being able to call forth acollective identity that allows
them to get you know, that givesthem the resiliency they need to
cope with it, the challengesthey face.
Gary Michels (13:56):
Well, you guys have your new book out now, the
enduring enterprise. Tell usjust briefly about the book and
where people can get the book,and then also how they can reach
the two of you if they want tolearn more about your company
and the work that you do.
Devin DeCiantis (14:11):
Well, thanks, Gary. Should at this point be
able to get the book pretty muchanywhere, or is, you know,
there's bookstores and Amazonand audible and Kindle and all
these other formats. At the endof the day, our aspiration with
that was to get these ideas outto as many people as they could
possibly benefit. We capturedthe ideas in the book to
introduce these counterintuitive notions and to
(14:34):
establish not only familybusinesses, but emerging in
frontier economies as sources ofinspiration for business leaders
everywhere, and we really dohope that over the course of
this the conversation, as wellas if folks end up picking up
the book and having a read ortaking a listen, that they are
inspired to embrace some ofthese approaches. And if they
(14:54):
ever want to reach out to us totalk about them or to think
about how to apply them, theycan reach. Said at LGA or via
LinkedIn, or many of these othermechanisms of of connecting. But
most, above all, we really hopethese ideas are valuable and
that folks are able to take themand do good work out there in
the world.
Ivan Lansberg (15:12):
Yeah, we believe in the power of ideas, and the
book is really our attempt attrying to summarize that
experience and share them withwith others. You know, as we
often think about this, it'sit's continues to be a work in
progress. We don't pretend tohave all the answers here, but
we do want to get people curiousabout how important continuity
(15:36):
and resiliency are in building legacies.
Gary Michels (15:38):
Is there a website or a phone number that they can
reach you all?
Devin DeCiantis (15:43):
Absolutely, at LGA.global, you can reach our
team. We've got about 40 of usaround the world who are wise
and caring advisors to theworld's leading, enterprising
families, and would love to hearfrom anybody who wants to
discuss these topics.
Gary Michels (15:56):
Awesome. Well, I thank you guys for your time so much.
Ivan Lansberg (16:00):
Thank you, Gary.
Devin DeCiantis (16:01):
Thank you Gary.
So we don't really like to on this show get too
(00:03):
political or take sides onanything, but just looking at it
objectively, this book waswritten before the most recent
US presidential election, andthat election is now over, and
it means a change in theadministration and possible big
changes to business. Does thatchange anything in the book for
you, or change what you thinkthe outlook is for family
(00:26):
businesses in the United States?And if so, or if not, what
impact do you believe this willhave going forward?
Devin DeCiantis (00:33):
It's a great question Gary and obviously a
sensitive one, but in general, Ithink it it addresses precisely
one of the challenges that wewanted to write about in
anticipation of not just the USelection, but over the course of
2024 more than half of theworld, for the first time in
history, went to the polls toelect their governments, and not
(00:54):
just in the US, but in manycountries. The outcomes of those
elections were complicated andpresented the businesses
operating in those environmentswith potentially a very
different world to navigate theday after the election than the
day before the election. Andpart of our aspiration with the
book was to provide examplesfrom other places where perhaps
(01:14):
those lurches left or right inthe political spectrum or in
terms of industrial policy mighthave been more dramatic, but
they're dramatic with an effect.The effect is that you still
need to attend to and thinkabout how you're going to
reposition yourself in the faceof, you know, tariff barriers,
or a change in access to tosupply chains that are that are
(01:36):
competitive, depending on whichcountries you operate in, and
the importance of thediversification within those
supply chains, the importance ofredundancy built into your
inventory and warehousing, theimportance of strategic
simplification in terms ofrecognizing the impact of
inflation on your on yourbusiness model, and the
compression on your margins, allof these issues that are dialed
(01:57):
up to 11 in some environmentsaround The world. You know,
places where Hyperinflation isripe are still present here,
just not at 11, but maybe atseven on the dial. And most
business leaders are used to atwo or a three. So in that
respect, we've hoped, as wewrote this book and in the
selection of the cases thatwe've included, that this would
(02:17):
be a bit of a new and freshstrategic playbook for leaders
who are trying to navigate whatis undoubtedly going to be among
the most tumultuous severalyears in recent American
history.
Ivan Lansberg (02:30):
The other thing I think this change highlights for
me, and I think the book,certainly it builds on this
concern, is that, let's say youtake Elon Musk and have him
moving to government to cut allthe you know, inefficiencies go
to speed. And, you know, I'm allfor being for having an
(02:52):
efficient government. I thinkthat's terrific, that the
concept is very nice. But beforeyou move in with a with a
chainsaw, you really need to payattention for why those
inexpiciencies are built intothe system, and because if you
cut them all away, you'rebasically jacking up risk that
the institutional stabilizers,as we call them in the book,
(03:14):
will begin to wither, and beforeyou know it, the US is going to
start beginning to look morelike Guatemala, you know, in
terms of its its ability, andfor business people, the
implications are huge, likeyou're pointing out exactly, you
know. I mean, what will thestars do to our game? What will,
you know? What will happen whenwe can count on, you know, in
(03:36):
theme, to rescue people after atornado goes by. I mean, once
you take all that away, if youjust slash and burn, you're
going to be left with just askeleton or something that
really does expose the constructof the US to enormous risk.
Gary Michels (03:55):
It goes back to risk and reward again, what's
the risk and what's the reward?And if our world can get to a
spot where we're sitting at thetable, whether you're left or
right, and you're fully sayingwhat's going to be the best for
the world long term, that's whywe all do what we do, right,
what's a good middle ground thatthat will be the best for most
(04:15):
people. Learning from all this,you guys have actually come up
with seven stabilizingstrategies, and I love lists
that you they can help anyorganization increase its
resilience and performance.Would you guys mind sharing
those?
Devin DeCiantis (04:29):
Yeah, sure, and thanks Gary for calling it out.
In fact, we didn't develop thesestrategies, these strategies we
identified as recurring amongthe hundreds of families around
the world we studied so as we aswe went out and tried our best
to understand this phenomena ofenduring enterprises and what
made them tick and what allowedfor them to adapt to these
(04:50):
tumultuous conditions, we keptcoming back to this cluster.
There were more than seven atone point, but we distilled it
down to these seven becausethese were the seven most
recurring caps. Patterns, and wededicated in the book one
chapter to each of thesestrategies, and included an
iconic case study thatexemplified each of the
strategies. So, you know, I canlist a couple of them here, but
(05:12):
things like, like redundancy,which feels, again, we use that
term almost pejoratively, like,oh, that's redundant. We don't
need that extra infrastructurein order to be able to do what
we do. But to Yvonne point justnow, sometimes efficiencies are
actually essential for theviability long term of an
enterprise. And the iconic casethat we use in the case of
(05:35):
redundancy is as a hoteloperator, a family controlled
company in Haiti that's beenthis at the epicenter of every
possible social, political,economic and environmental
disaster you can imagine, overtheir 50 year leadership of this
enterprise, and in the face ofthat, recognizing that at any
moment, any one of the essentialsystems that allow for them to
(05:56):
continue could break down. Theyhave backup generators for their
backup generators. They havebackup communication systems.
They have backup internetinfrastructure. They have backup
security teams. They have backupin your warehouses of and
stockpiles of all the essentialneeds that their that their
guests might might desire, notjust for the time at which
(06:19):
they're there, but in the eventthat the entire society
collapses, as it had in the wakeof the big earthquake in recent
years and now with all sorts ofRoman gangs circling through
Port au Prince. So you recognizethat with examples like this,
that redundancy actually becomesa strategic asset as a pro as
opposed to a, you know, anexpense that is frivolous and
(06:41):
that needs to be that needs tobe reduced. Similarly for
strategies like migration, it'sreally about resources at some
point, in some circumstances.And we use and highlight a case
from from Syria of anenterprising family whose assets
were essentially expropriated bythe government in in the 1960s
(07:03):
and they had to migrate. Theyessentially were, were forced to
either, you know, live ascivilians in country, but not
with the possibility of ofcontinuing to operate, or
migrating to neighboring Lebanonand starting back up from
scratch, using their socialcapital, their intellectual
capital, to rebuild an empirethat ended up becoming a
regional champion once again,but in the face of a hostile
(07:26):
environment that's no longerreceptive to your ongoing
presence there, in some points,you just need to pick up and go.
You need to know when to holdthem and when to fold them and
when it's time to fold them. Youneed to pick the appropriate
destination for that journey,and I say that with a smile,
knowing that you live in inVegas...
Ivan Lansberg (07:44):
Haha, I was just thinking that. But, you know, I
think one key point Gary is, isthat it runs through all of the
strategies. None of them comefor free, and business owners
are so focused on theiroperating models appropriately,
right? So you know you'rerunning a company, 90% of your
attention is making sure youknow the product is out the
(08:05):
door, the service is provided,and everything is done in the
most cost effective mannerpossible. But if you overlook
also pausing and askingyourself, what risks are we
taking and what measures mightwe built into our operating
models to be able to cushionuncertainty which will come your
(08:28):
way, one way or another. Youknow, whether it's 911 whether
it's COVID, whether it is youknow, the new administration,
whatever it is, something'sgoing to affect and touch your
business. You better be readyfor that, and understand that
any one of those measures, likea spare tire in a car, you know,
will take some resources, willoccupy space. We'll weigh you
(08:50):
down a little bit. But inexchange for that, you're upping
the chances of continuity, whichfor most family enterprises, and
very much in tune with yourlegacy construct is key. That is
a key priority. So if you wantto continue, you better be
attentive to risk.
Gary Michels (09:10):
So as you guys know, our insurance companies
call Southwestern LegacyInsurance Group. Thus, Let's
Talk Legacy. Legacy is such animportant part to what we do
every day, and when a personpurchases insurance, it's
because they want to leave alegacy for somebody behind. It's
always an interest to us tounderstand what legacy means to
each and every person that wespeak with every day. And I'd be
(09:33):
curious to each of you guys,what legacy means to you.
Devin DeCiantis (09:37):
That's a great question. And I'd be curious to
go back and hear how your otherguests have answered. In my
perspective, when I think aboutlegacy, I think about bringing
forward into the present andcarrying into the future those
aspects or elements of ourshared heritage that we want to
celebrate and that we want tosustain. And it's also
(09:59):
recognizing. The world around usis changing, and the world in
which those legacies were firstestablished isn't necessarily
the world of today or the worldof tomorrow, and so that we need
to also adapt that legacy andbring forth the elements that we
truly appreciate but embrace,perhaps some novelty and
innovation that wasn't everconceived when when the legacy
(10:21):
was first established.
Ivan Lansberg (10:23):
And to me, it, you know, I became a grandfather
seven years ago. And to me, thatis, you know, a very important
motivation to try and reflecton, what can I pass on to my
grandchildren that will endure.You know, what are the stories,
what are the values, what arethe strategies that have, I've
(10:47):
seen worked, and that this workactually reflects, you know, an
inventory of that could beuseful to them as they will
tackle the world they willinherit with full knowledge that
that world, as Devin suggests,will be quite different from the
one I've lived.
Gary Michels (11:05):
Absolutely. Do either of you feel that your
personal legacies are anydifferent than your work
legacies?
Devin DeCiantis (11:11):
It's a great question.
Ivan Lansberg (11:12):
Great question.
Devin DeCiantis (11:15):
I mean, I think they're inextricably
intertwined, certainly at thisage and stage in my in my
career. You know, they'rethey're inseparable, although, I
will say, you know, to theextent that we have personal
lives outside of ourprofessional lives, our most
authentic selves will will alignthose, those elements of of your
person that may be distinct fromwhat's useful in your work, but
(11:40):
it ought not to run across thegrain, otherwise, you're
probably in the wrongprofession.
Gary Michels (11:45):
The reason that I asked that question is I've seen
so much lately, so many famousbusiness people, athletes, even
executives and companies there,for the first time in years,
start to build their ownindividual brand, even within
that company, and it's themletting the world know who they
are, what their legacy is in thecombination of the company or
(12:07):
the the environment that they'rein. That's why I asked you guys,
do you have some personallegacies that you'd like to see
accomplished?
Ivan Lansberg (12:14):
Yeah, I know it's a great question, and I had two
thoughts on that. One is, youknow, there's something so
important in families, becauseyou're constantly managing the
relationship between the I, whoI am as an individual on the we,
the identity that we holdtogether as a group, right? So
that tension is inherently builtinto into families. The other
(12:37):
thought I had about this was astory that I think Warren
Buffett tells about, you know,some sometime they ask him, so
how do you define success? Andthen he says that the person who
dies with the most friends. Andthen they asked him, so how do
you define a friend? And then hesays, Well, a friend is and then
(13:01):
he notes a friend of his whowent through the Holocaust,
right? And says, A friend issomebody who will hide you,
meaning somebody who will takehave enough conviction and
commitment to you to take apersonal risk on your behalf. An
advocate, basically, anadvocate, right? An advocate who
(13:23):
will protect you when the timecomes. Our emphasis on family
unknown, on unknown risk,basically, in the book, it
really comes from, you know,being exposed to families
worldwide, in the US, in Europe,in Asia, in Latin America, in
Africa, that are just exemplaryat managing that tension and
(13:46):
being able to call forth acollective identity that allows
them to get you know, that givesthem the resiliency they need to
cope with it, the challengesthey face.
Gary Michels (13:56):
Well, you guys have your new book out now, the
enduring enterprise. Tell usjust briefly about the book and
where people can get the book,and then also how they can reach
the two of you if they want tolearn more about your company
and the work that you do.
Devin DeCiantis (14:11):
Well, thanks, Gary. Should at this point be
able to get the book pretty muchanywhere, or is, you know,
there's bookstores and Amazonand audible and Kindle and all
these other formats. At the endof the day, our aspiration with
that was to get these ideas outto as many people as they could
possibly benefit. We capturedthe ideas in the book to
introduce these counterintuitive notions and to
(14:34):
establish not only familybusinesses, but emerging in
frontier economies as sources ofinspiration for business leaders
everywhere, and we really dohope that over the course of
this the conversation, as wellas if folks end up picking up
the book and having a read ortaking a listen, that they are
inspired to embrace some ofthese approaches. And if they
(14:54):
ever want to reach out to us totalk about them or to think
about how to apply them, theycan reach. Said at LGA or via
LinkedIn, or many of these othermechanisms of of connecting. But
most, above all, we really hopethese ideas are valuable and
that folks are able to take themand do good work out there in
the world.
Ivan Lansberg (15:12):
Yeah, we believe in the power of ideas, and the
book is really our attempt attrying to summarize that
experience and share them withwith others. You know, as we
often think about this, it'sit's continues to be a work in
progress. We don't pretend tohave all the answers here, but
we do want to get people curiousabout how important continuity
(15:36):
and resiliency are in building legacies.
Gary Michels (15:38):
Is there a website or a phone number that they can
reach you all?
Devin DeCiantis (15:43):
Absolutely, at LGA.global, you can reach our
team. We've got about 40 of usaround the world who are wise
and caring advisors to theworld's leading, enterprising
families, and would love to hearfrom anybody who wants to
discuss these topics.
Gary Michels (15:56):
Awesome. Well, I thank you guys for your time so much.
Ivan Lansberg (16:00):
Thank you, Gary.
Devin DeCiantis (16:01):
Thank you Gary.
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