This kind of perspective arises not only from long-term thinking, but also from a clear vision, based on defined values. These
values, assembled and assimilated by mutual agreement, mold the family’s identity, its mission statement (see "Who We Are: the Family Mission Statement," page 70). The family mission statement is a collective goal that answers the all-important human question, "Who are we? What do we believe in?"
"In our more than 160 years working with families, we have learned that having a clear mission that goes beyond the family business is key," says Braden. "It is a set of values that guides the ways that members conduct themselves. It’s a common purpose."
In order for the family to flourish financially and personally, this common purpose must ultimately be consonant with the well-being of the individual family members and their interests as a whole. If any member of the family fails to benefit from the realization of this purpose, that member then becomes a liability, and the group is weakened.
This mission statement must be readopted by succeeding generations, according to Braden. "The next generation," she says, "has to buy into that mission."
She describes one family with whom she has worked whose mission statement has matured into an actual family constitution, which not only articulates the family’s mission, but also lays out some of the ground rules within the family, such as who will work in the family enterprise, who will lead within the family group, and so on. Each family member, at the age of 18, is invited to sign the constitution—or not. "To the extent that they do sign," Braden notes, "they are accepting certain responsibilities, like not divulging confidential family information outside of the family, or committing to participate in the family meetings. But they are also getting certain family privileges, such as much more access to information about the family’s wealth. Those whose interests diverge from the family are not forced to stay in."
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