Motoring fans were dazzled by a display of classic and supercars, as an impressive convoy of vehicles returned to Crieff Hydro Hotel  in aid of the veterans’ charity,  Erskine.    The annual event gave dozens of veterans and their families the chance to ride in a vast selection of automotive gems from the Forth Bridges to Knockhill Racing Circuit, before arriving at the iconic Perthshire resort. More than 30 cars were involved in this year’s procession, including several rare Ferrari’s and Aston Martins, as well as beautiful Lotus and Porche vehicles. Wing Commander Ian Cumming MBE, Chief Executive at Erskine, said: “We are delighted that our Veterans have once again been invited to take part in the supercar drive." “The happy, smiling faces at being chauffeured around in such a dazzling display of classic and supercars are testament to just how special a day this has been."    “We want to say a huge thank you to everyone involved, especially Bentley Cars Edinburgh, Mark Ryan from Driving Scotland, Stuart Gray from Knockhill and Stephen Leckie, CEO of Crieff Hydro, for sharing their passion for cars with our Veterans." “Our extended thanks go to all the drivers, the team at Knockhill Racing Circuit and staff at Crieff Hydro Hotel, your kindness and generosity is much appreciated”. Stephen Leckie, CEO of Crieff Hydro Hotel, said: “It was our pleasure to welcome back Erskine veterans and their families for what is one of the most exciting motoring events in the Crieff calendar." “The charity does an incredible job of supporting our military personnel and we are delighted to play a small role in providing a great day out for those who benefit from the service.” Mark Ryan, organiser and founder of Driving Scotland Car Club, added: “This will be the third occasion where friends from within the Driving Scotland Club and the wider network of friends have come together to deliver a memorable day for our Erskine Veterans." “The event recognises the service to our country from all our Erskine veterans, as well as recognising the care and support of the families and staff from Erskine." “A special thanks to Chris MacMurdo and Bentley Edinburgh for again supporting the event, providing a beautiful Bentley to lead the day and covering all costs for refreshments for everyone throughout the day. Many thanks also to Stephen Leckie and staff at Crieff Hydro Hotel for warmly welcoming the event and veterans for the second year now and providing such a wonderful back drop to finish off the exciting day." “Also, I’d like to say a big thank you to Stuart Gray and Knockhill Race Circuit in Fife for hosting the event and giving all of the convoy access to the circuit on the day. “It was really appreciated by all involved.”

Crieff Hydro Family of Hotels, Scotland’s oldest registered trading company, and one of the country’s leading independent hotel operators, has today announced a significant investment in its flagship property, Crieff Hydro. The multi-million-pound project will create a new day-to-night bar, refurbished dining areas, and a speakeasy bar, with a new look, feel and experience for hotel guests, Country Club members and the wider local community to enjoy. Innovative menus will bring together the best of Scotland’s produce under a range of new, restaurant dining experiences for breakfast, brunch, lunch, afternoon tea and dinner. Guests will also enjoy an elevated cocktail experience, carefully curated whisky menu and champagne offering. Work will start in January, with the new areas to be unveiled during spring 2025. The project is the vision of brothers, Richard and Charlie Leckie - the sixth generation of the Leckie family at Crieff Hydro. Charlie Leckie said: “This investment marks a key milestone in the 156-year journey of Crieff Hydro. It is the most significant investment project we’ve undertaken in the last 20 years and one we’ve been planning for quite some time." “My family is proud of the hotel’s heritage, which means so much to the many guests that we welcome every year. We’ll be making sure that history is protected and shared in the contemporary offering we’ll be bringing to our guests." “Over the coming months, we’ll unveil further details on all the food and drink menus and experiences.” CEO of Crieff Hydro, Stephen Leckie, said: “Responding to the needs of our guests and a commitment to reinvestment in a family business is what has taken Crieff Hydro from its days as a ‘dry hotel’ a few decades ago to what it is now - a vibrant resort which is enjoyed by all." “We’ve taken great care to plan this project around our guests and as we progress with the various upgrades in early 2025, we’ll be keeping a wide range of leisure and food and drink options on offer." “The whole team are hugely excited about unveiling Crieff Hydro’s new offering and bringing new and loyal guests through our doors to enjoy a range of exceptional dining experiences.”

Canterbury reveals the new Irish home and alternate jerseys that will be worn by the team at the upcoming Rugby World Cup. Canterbury, the official kit partner to Irish Rugby , reveals the highly anticipated new Irish home and alternate jerseys that will be worn by the team at the upcoming Rugby World Cup in France this autumn. Boasting VapoDri+ adaptive and quick-drying technology, a bonded, elastic and flatlocked collar for strength, laser-cut holes for breathability, silicone logos and curved form for comfort and made from 100% recycled polyester, the jersey is the most technologically advanced ever produced by Canterbury. The jersey is launched alongside Canterbury’s ‘We Go Together’ campaign, which calls on Irish fans around the world to unite in support of the Ireland team during the tournament. Going beyond just the 80 minutes, it looks at rugby’s connections to Irish culture and the power of the sport in creating unity, promoting self-expression and inspiring generations of fans. The campaign will feature up-and-coming Irish music artists and Ireland rugby supporters, Galway rapper Celaviedmai and Belfast singer-songwriter Winnie Ama. The brand recently announced Irish Rugby stars Mack Hansen and Maeve Óg O’Leary as ambassadors, reaffirming its commitment to Irish Rugby. Ireland Rugby Player and Canterbury Ambassador Mack Hansen said: “This is a huge year for the squad as we travel to France to represent the four provinces. The team have been training hard and we can’t wait to get back out onto the field in this new Canterbury jersey, with thousands of Irish fans behind us.” IRFU Chief Commercial Officer Padraig Power expressed his excitement saying: “As preparations build towards France 2023, this new jersey marks the start of Ireland’s journey." "We’ve enjoyed a successful partnership with Canterbury over the past decade and this year will be our most important yet, as we prepare to celebrate the coming together of thousands of Irish fans around the world.” Simon Rowe, vice president of global sports marketing, Pentland Brands, commended Canterbury’s pursuit of innovation, stating: “Canterbury prides itself on creating cutting-edge performance jerseys and this kit is a testament to the expertise the brand has built with over a century in the game and this new kit is the best we’ve ever seen. What makes rugby special is its ability to brings people together from all walks of life and this new campaign looks to capture the magic that happens as teams, nations and cultures collide.” The jerseys and full range of training and supporter clothing are available at Canterbury.com , and via Intersports Elverys, in store and on Elverys.ie .

Our family business friends in Northern Ireland at Environmental Street Furniture (‘ESF’) have released a corporate video, showcasing their products and proudly shouting about being a family business too. As Alan Lowry, Managing Director at ESF explains, “Over lockdown we have taken the opportunity to rebrand the company to really highlight all that we do. As part of this process we have produced our first corporate video, showcasing the amazing projects we have been delivering both locally and globally.” “It has been a real challenge with travel restrictions and Covid regulations, but it is completed and we are delighted to share it with you today. We hope you will enjoy watching this video and learning more about ESF.”

As the UK celebrates 50 years of its favourite furry recycling environmentalists, namely the Wombles of Wimbledon common, a family firm based in Newtownabbey is also making use of the things discarded by society, namely recycled plastic. Since 1998 Environmental Street Furniture (ESF) has been creating treasure by recycling plastics and designing and manufacturing furniture for outdoor spaces. From litter bins to high tech security solutions ESF provides bespoke, innovative, and inspirational solutions that are not only environmentally friendly but are as functional as they are aesthetically pleasing. With innovation and excellence at the core the company’s identity it currently exports to over 27 countries worldwide including the Gulf State of Qatar where ESF is currently displaying its current Wombles inspired range of outdoor furniture at UK Pavilion as part the Doha Horticultural Expo. The eye-catching range will be on display until March 2024 and ESF is confident that the sunny surroundings of the Expo will really allow the collection to illustrate its environmental credentials and timeless charm. Although the blazing sun over Qatar can be too much for some to handle, this collection dedicated to our subterranean furry friends uses innovative technology to take full advantage of the sunny climate. From the Madame Cholet planter, the Wellington bench and the Tobermory Smart bin both of which are solar powered, all the ESF’s Womble range is manufactured from 100 per cent recycled plastic which is very hard wearing and not prone to warping or rotting. ESF’s CEO, Alan Lowry is proud of the contribution that his products are making to a more sustainable circular economy and ‘greener’ environment. He said: “We are delighted to be showcasing our products at the Doha Horticultural Expo. Our business model is all about developing sustainable growth." "The more we export and find new clients both at home and abroad, the more we divert waste away from landfill sites and water sources. This all helps to reduce plastic waste which contributes to a cleaner and greener environment.” In January, the team from Environmental Street Furniture will be attending the EXPO and presenting the Wombles Environmental Day in the UK pavilion in partnership with Invest NI and the Department for Business and Trade.

Family businesses around the world are often seen as cornerstones of their communities, contributing not just to the economy but to social and cultural enrichment as well. One key aspect of this contribution is their engagement in philanthropy and community initiatives. For many family-owned enterprises, giving back is not just an ancillary activity but a core component of their identity A Legacy Of Giving Family businesses frequently see themselves as stewards of a legacy that extends beyond financial success. The founders and successive generations often feel a profound sense of responsibility to contribute positively to the communities that supported their growth. This ethos is deeply embedded in their corporate culture and is reflected in their commitment to philanthropy. For example, the Walmart Foundation, an arm of the retail giant founded by the Walton family, is known for its extensive philanthropic efforts. Its focus on education, hunger relief, and community development underscores the family's commitment to addressing pressing social issues. Similarly, the Ford Foundation, which emerged from the automotive empire of Henry Ford, continues to drive initiatives related to social justice, human rights, and economic development. Strengthening Community Ties Philanthropy and community engagement help family businesses forge stronger ties with the communities in which they operate. By supporting local causes, family firms build goodwill and foster a positive relationship with stakeholders, including employees, customers, and local leaders. This sense of community connection can enhance the firm's reputation and stability. Family businesses often engage in initiatives that resonate personally with them. This personal connection can lead to more meaningful and impactful contributions too. Enhancing Employee Morale And Loyalty Involvement in philanthropy can also significantly impact employee morale and loyalty. Family businesses that actively support community causes often create a sense of purpose among their employees, who feel proud to be part of an organisation that makes a positive difference. This engagement can enhance job satisfaction, retention rates, and overall workplace culture. Programmes such as matching gift initiatives, volunteer time off, and corporate sponsorships of community events can engage employees in meaningful ways and can certainly help employees feel aligned with the company's mission and values. Building A Sustainable Future Philanthropy and community engagement are also vital for fostering a sustainable future for both the business and the community. By investing in local initiatives, family firms contribute to economic development, education, and social welfare, which can create a more robust and resilient community. This, in turn, supports a favourable business environment and ensures that future generations benefit from a thriving and equitable society. Family businesses often focus on long-term impact rather than short-term gains, which aligns with their goal of preserving a positive legacy too. Navigating Challenges And Balancing Interests While philanthropy and community engagement are integral to family businesses, balancing these efforts with business objectives can present challenges. Family firms must navigate potential conflicts between philanthropic goals and commercial interests, ensuring that their community initiatives align with their overall strategic vision. Additionally, as family businesses grow and involve multiple generations, maintaining a cohesive approach to philanthropy can become complex. It requires ongoing communication and alignment of values across family members and stakeholders to ensure that charitable efforts reflect the family's evolving priorities and goals. Global Perspectives The emphasis on philanthropy and community engagement varies across regions and cultures. In many Western countries, there is a strong tradition of corporate social responsibility, which family businesses often embrace. In contrast, family firms in other regions may have different approaches based on local customs, regulatory environments, and societal expectations. For example, in India, family businesses like the Tata Group have long been involved in philanthropy, focusing on education, healthcare, and rural development. Their approach reflects the cultural importance of giving back and contributing to societal well-being. Philanthropy and community engagement are more than mere add-ons for family businesses—they are integral to their identity and success. By embedding giving back into their core values and operations, family firms strengthen their connections with their communities, enhance employee satisfaction, and contribute to a sustainable future. As these businesses continue to evolve, their commitment to social responsibility remains a testament to their enduring legacy and influence.

According to GOV.uk, total UK apprenticeship participation is 740,000 for 2021/22, forming a sizeable chunk of the UK workforce. Despite making a significant contribution to the economy, apprenticeships have had a stigma attached to them for many years. Prevailing stereotypes still linger of the badly paid apprenticeship for the under-qualified and inferior to traditional degree-type qualifications. In recent months, however, a clamour for more cost-effective apprenticeships has caused the percentage of British school leavers choosing degrees to fall for the first time in a decade. Some top-level degree apprenticeships in high-paying sectors such as engineering are now some of the most coveted courses in the country, with firms such as Rolls Royce and Dyson receiving more applications per place than Oxford or Cambridge. Clearly, young people are waking up to the benefits: an earn-while-you-learn lifestyle and a more secure career path in contrast to the debt-laden degree and uncertain career prospects. Taking on apprentices also offers huge business opportunities, from diversifying their services to plugging skills gaps. Here the team from Oasys Software review the benefits and offer why you should consider apprenticeship schemes in 2023. Close The Skills Gap In November 2022, 13.3% of businesses surveyed by the ONS reported a shortage of workers, while the federation of small businesses found that 80% of small firms faced difficulties recruiting applicants with suitable skills. Apprenticeships can help to fill this void. Instead of looking for those scarce silver-bullet hires, businesses should also look to recruit and upskill apprentices. 86% of employers, for instance, said that apprenticeships helped them develop skills relevant to their organisation. Unencumbered by bad habits, apprenticeships can bring fresh energy to a business and be moulded to meet your company’s requirements. This is especially true when younger people are so adaptable and technology literate. High-level apprenticeships may incorporate the development of a vast range of skills relating to technology, from architecture to working with structural analysis software. Apprenticeships Offer Value For Money One of the apprenticeship’s most widely touted benefits is their considerable cost-saying nature, with organisations being able to make use of government funding. Levy-paying employers can use the funds in their account to pay for apprenticeship training, while non-levy-paying employers can choose to share apprenticeships with the government. Research shows that government covers 95% of training costs while younger employees are typically more cost-effective in their salary parameters. Return on investment is significant, with some forecasters estimating that the average net benefit for an apprentice during their training period was £2,496. In addition to this, apprenticeships can also save on recruitment fees. According to Glass Door, the average employer spends around £3000 and 27.5 days hiring a new employee. Improving Staff Retention Bright-eyed, high-energy apprentices entering the workplace can ease the burden on your existing workforce. Often they can alleviate the stress of simple, time-consuming tasks. What candidates lack in experience, they may make up for in enthusiasm, assisting with lower-level tasks, increasing capacity and boosting morale. Apprenticeships may also engender long-term loyalty to your brand, with young people receiving their ‘first break’ in business. Many apprentices may wish to remain within the business after their training, and it is an effective way of nurturing a loyal workforce. A steady stream of apprentices today could be your thought leaders of tomorrow. The familiar narrative of a former apprentice rising the ranks is a positive PR opportunity.

Business owners are being told of ways to keep remote workers engaged, among rising concerns phones are limiting productivity. Business specialists at TelephoneSystems.Cloud are advising managers and business owners to limit distractions among employees. This comes after it is revealed employees spend an average of two hours per day on their phones for non-work activity. Research also found 80% of employees admit to using their smartphones for personal activities at work. Balancing employees’ work and phone use is essential to managing a productive workload, according to the business specialists. A few daily phone check-ins can slowly turn into remote workers avoiding their work commitments and tasks by aimlessly scrolling on social media for large chunks of time. Regular check ins, encouraging screen time monitors and time blocking can really help business owners and managers to increase productivity within their team. Juliet Moran, founder of TelephoneSystems.Cloud said: “As business owners, it is important to have complete trust of your workforce, especially if you have fully remote or hybrid workers." “Picking up mobile phones several times during the work day interrupts workflow and decreases productivity, but as a manager you don’t want to come across as overbearing and controlling." “Managers should promote a healthy work environment, and rather than completely banning phone use, encourage employees to set healthy habits with their phone during work hours." “Engaging remote employees requires long-term commitment and a strategic approach. We suggest enforcing regular check-ins, encouraging time blocking and even screen time blockers for those who really struggle to avoid distractions during the working day.” Here are some tips to keep remote workers engaged: Regular Check-Ins Setting up regular check ins with colleagues and employees gives them points in the day to work towards. Breaking up the day like this limits the temptation for distractions and keeps employees on track. Increasing interactions with remote workers can also help to avoid burnout and keep them engaged. Encourage Screen Time Blockers Using apps and screen time blockers to monitor and control screen time while working can help employees to avoid constant distractions during work hours, such as notifications, phone calls and social media. Time Blocking Rather than trying to ban phone use altogether, try introducing time blocking or designating specific times of the day for employees to have personal time when working from home. This will help them to separate personal and work time, and limit the need for them to pick up the phone at several points throughout the day. Foster Social Interaction Fostering positive team relationships and interactions through things like virtual team meet ups and video chats can help to keep employees engaged throughout the day. This will help to lessen the potential for your workers to become bored or unmotivated. Measure Engagement Managers who are concerned with the productivity of their teams can introduce ways to measure engagement. This can be done through different programmes and trackers, based on the needs of the team or company. This can provide a way to keep your thumb on the pulse of remote employees and a way to track tasks and projects.

Productivity and mental health are closely linked. With depression, anxiety and burnout being the most common manifestations of poor mental health, the experts at Joy Organics have compiled a list of five tips to help manage your mental health and increase productivity both in and out of the workplace. Take A Break It’s important to step away from your work every few hours otherwise your brain will freeze up and feelings of burnout or anxiety will start to become stronger. If your employer allows a break, you should make sure it is uninterrupted. Having a break allows your brain to reset itself from any stressful situations. Research from the US Association of Psychological Science suggests that a ten-minute break for every hour you work is a good balance to maintain productivity. Set Small Objectives Looking at your work as a huge single object is daunting. Those feelings of dread can feed into depression and anxiety so splitting up your work into manageable chunks will make things easier. A simple way to do this is by using Stephen Covey’s four quadrants of time management approach. This method uses four categories: Urgent and important – unforeseen events and urgent matters Not urgent but important – smaller tasks that won’t affect your deadlines Urgent but not important – meetings and phone calls Not urgent and not important – checking social media Compartmentalising can also help with ADHD as your brain can tick off small steps as you go. Communicate Having another perspective is useful for lowering your stress levels. Talking to your team or a manager not only gives you a break from staring at a screen, but it means that you can solve problems faster. Instead of struggling with a project alone, ask for a quick meeting or an informal chat to have another set of eyes on it. Don’t Take On Too Much Hustle culture has become common in workplaces over the past few years, where everyone is trying to take on everything their managers give them. This can be a huge contributor to stress and depression as the work keeps coming in. You have a finite number of hours at work, so don’t take on a week’s worth hoping to get it done in a day. Set boundaries and know when to focus on the work you already have. Get A Good Night’s Sleep When you’re tired and low on energy it becomes harder to concentrate. Getting at least eight hours of sleep each night will allow your brain to rest and you will be better equipped to deal with whatever the workplace throws at you. Before going to bed, you should do something relaxing and not stare at a phone screen or catch up on work. This helps to signal that it’s time to sleep. A spokesperson for Joy Organics commented that: “According to a recent study more than 50% of workers are not as productive at work due to stress, and 39% claim workload is the main cause. Workplace stress can affect anyone, but research has shown that women must contend with their hormones on top of everyday stresses. In fact, 57% of women reported feeling burnout because of work stress, compared to 48% of men.” “It’s important that companies work towards more inclusive workplaces that have a healthy work-life balance and manage employee stress by being transparent.”

The increasing opportunity for women in family businesses marks a significant shift in traditional gender roles within the realm of entrepreneurship. Historically, family businesses were often considered patriarchal entities, with leadership roles predominantly occupied by men. However, contemporary dynamics are witnessing a noteworthy transformation as women are progressively taking on more prominent roles and responsibilities in family enterprises. It is great to see so many women achieving their potential and leading some great businesses across the UK and beyond. However, given some of the recurring news headlines more needs to be done to ensure that family business boardrooms provide opportunities for all, irrespective of gender, ensuring that the businesses have the people with the necessary skills to drive the next stage in their family business journey. One key factor driving this change is the evolving societal perspective on gender equality. As societies worldwide recognise the importance of equal opportunities, stereotypes limiting women's involvement to certain domains are gradually eroding. In family businesses, this translates into a broader acceptance of women as capable leaders and decision-makers. This shift not only contributes to a more inclusive workplace but also taps into a broader talent pool, enhancing the overall competitiveness of family enterprises. It also reflects a move towards meritocracy where people are recruited and engaged for the values that they have, rather than who they are related to. Moreover, changing family structures and values also play a pivotal role. With a growing emphasis on meritocracy and individual capabilities, families are increasingly recognising the unique skills and perspectives that women bring to the table. The realisation that diversity in leadership fosters innovation and adaptability has led many family businesses to actively seek out and nurture the potential of their female members. Legislative changes and governmental initiatives have further propelled this trend. Many countries have implemented policies aimed at promoting gender diversity in corporate leadership, which extends to family businesses as well. These measures serve as catalysts for altering mindsets and fostering an environment where women feel empowered to participate actively in family enterprises. The rise of education and professional development opportunities for women has also played a crucial role. As more women pursue higher education and acquire specialised skills, they become better equipped to contribute meaningfully to family businesses. This educational empowerment is breaking down traditional barriers and allowing women to challenge preconceived notions about their roles within the family and the business. Additionally, the recognition of the importance of work-life balance has facilitated women's increased involvement in family businesses. Flexible work arrangements and a growing acknowledgment of the value of diverse perspectives contribute to an environment that accommodates the unique challenges women may face while juggling familial and professional responsibilities. In conclusion, the increasing opportunity for women in family businesses is a multifaceted phenomenon driven by shifting societal attitudes, changing family dynamics, legislative support, educational empowerment, and an evolving understanding of the benefits of gender diversity. As women continue to break barriers and assume leadership roles within family enterprises, these businesses stand to gain not only in terms of inclusivity but also in terms of enhanced creativity, resilience, and long-term sustainability.

Family businesses, often regarded as the heartbeat of economies, thrive on a delicate balance of tradition, innovation, and resilience. Amidst the intricate web of familial ties and business intricacies, the role of matriarchs often emerges as a linchpin, providing stability, guidance, and a unique blend of interpersonal skills that contribute significantly to the success and longevity of the enterprise. In many family firms, the matriarch serves as the custodian of family values, weaving a tapestry of tradition that shapes the ethos of the business. Her ability to instill a strong sense of identity and purpose fosters unity among family members, creating a shared commitment to both the family and the business's mission. Families can be complex in nature and with the ever changing world and the increasing number of blended families the picture is unlikely to get any easier going forward. To that extent family dynamics can be complex too and navigating the delicate intersection of family dynamics and business imperatives requires a delicate touch. Matriarchs often play a crucial role in mediating conflicts, fostering open communication, and ensuring that personal relationships do not compromise the professional aspects of the enterprise. Their role is akin to a diplomatic conductor, orchestrating harmony amid potential discord. Matriarchs also bring a wealth of personal experience and historical perspective to the family business. Their journey through the ups and downs of business cycles equips them with a unique wisdom that is invaluable for strategic decision-making. By sharing anecdotes and lessons learned, they become living repositories of the family business's history, ensuring that the next generation is well-prepared for the challenges that lie ahead. They will also have lived experiences, often having been involved with issues, seen succession play out in their own family business or the businesses of their friends, and have first hand experience of relationship issues that have created challenges within the context of a business too, and this experience is often invaluable in steering a family in business through some of the trickier times. Successful continuity in a family business hinges on effective succession planning and matriarchs often take a lead role in identifying and nurturing the next generation of leaders. When there is more than one candidate to take on the lead role it can be difficult for parents to choose between the children involved, often out of a desire to be 'fair and equal' so there is a need for tact, diplomacy, communication and love. Through mentorship and guidance, matriarchs can help to prepare the next generation to not only inherit the business as owners and/or employees/leaders but also to carry forward its values, ensuring a seamless transition of leadership and maintaining alignment of vision, purpose and values. In the dynamic landscape of business, adaptability is key to survival. Matriarchs, drawing from their life experiences, instil resilience in the family business. Their ability to weather storms and adapt to changing circumstances becomes a source of inspiration, guiding the family through challenges and encouraging a forward-thinking mindset. Within family businesses, the role of matriarchs is both nuanced and indispensable. Their influence extends beyond mere familial ties, shaping the very fabric of the enterprise. Through nurturing, wisdom, and a keen understanding of the delicate balance between family and business, matriarchs emerge as pillars of strength, contributing to the longevity and success of the family business for generations to come.

For generations, daughters were often overlooked for succession in family businesses, with gender playing a decisive role in leadership choices. Males were traditionally favoured, and if daughters joined the family enterprise, they were typically relegated to lower-level tasks, far from the helm of leadership. Daughters entered family businesses for varied reasons, including family loyalty, filling undesired roles, seeking flexible schedules, and enhancing job satisfaction. Despite these motivations, their paths to leadership were frequently obstructed. However, a positive shift is underway. More women are gaining managerial experience and education, and the mentality towards female leadership in family businesses is evolving. Yet, some families still resist considering daughters as viable successors. In these cases, daughters often work harder to prove their capabilities and gain visibility, still battling discrimination and stereotyping rooted in societal biases. Family dynamics and gender-specific roles profoundly influence the work environment within family businesses. Patterns of behaviour, value beliefs, and expectations within the family often seep into the professional realm, complicating the daughter’s role. Why do some women still find themselves sidelined for leadership roles? Protective instincts of parents can play a part, with parents wanting to shield their daughters from the pressures and problems of managing a business. Additionally, work-life balance concerns might deter daughters from seeking leadership positions. Mixed messages from parents—encouraging both family and business commitments—can also create confusion and conflict. Fathers, in particular, may struggle to define their daughters' roles clearly, treating them as both business professionals and 'Daddy’s Girl' which can confuse daughters, who may find it hard to establish a professional identity separate from their familial role. This tension is exacerbated when the external world views the daughter as an adult, while the family still treats her as a child. Even positive traits can become burdensome. Daughterly concern for the family and business, viewing parents as mentors, and a tendency to avoid conflict can hinder the daughter’s professional growth. These dynamics can also lead to sibling rivalry and family tensions, forcing daughters to choose between business hierarchy and family hierarchy. Research has identified three primary roles daughters typically play in family businesses. The first is the “invisible,” often part of a large nuclear family and excluded from succession plans. This invisibility can allow daughters the flexibility to leave and return to the business. The second role is the “anchor,” essential for business continuity, especially in families with few male members. Anchors are guided from a young age to work in the business, often with limited career alternatives, leading to ambivalence about their roles. The third role is the “professional,” prevalent in mature family businesses with complex ownership structures. Professionals interact with the business on a formal level, contributing significantly to its operations. An emerging role for women in family businesses is that of the entrepreneur, starting their own ventures and setting new precedents. As more women successfully launch family businesses, daughters are increasingly seen as potential successors. Recognising the differences between men and women is crucial for addressing the unique challenges faced by daughters in family businesses. The environment of family enterprises, which values both private and professional aspects of life, can be particularly attractive to women and afford them more longer term career opportunities too. For the next generation of women in family businesses, the recommendations are clear: pursue education and work experience outside the family business, only take over the business if truly passionate, compete on equal terms with men while respecting oneself as a woman, work diligently to achieve personal goals, and trust in one’s instinct