For family-owned businesses navigating growth and generational transition, establishing formal governance structures can feel like a double-edged sword. On one hand, effective governance can bring clarity and strategic oversight. On the other, some families might worry about additional structure diluting their influence or diminishing the values that built the business.

Laura Pearson, Deloitte Private’s U.S. family enterprise leader, recently discussed how family businesses can develop their governance while keeping the family’s perspective central to decision-making. Her insights offer a practical roadmap for family businesses at any stage of the governance journey.

Understanding the Governance Spectrum

Pearson frames family governance as existing on a spectrum—from no formal structure to a fully independent board with established subcommittees. “Given the velocity of change and unique issues in today’s business and regulatory environment, the common goal for most of my clients is to move to a more formalized and mature governance structure as they recognize the incredible value it can deliver to the organization,” she says.

The key is composing a board that provides effective oversight across critical areas. Board composition typically includes a mix of family members, management and independent directors, each with clear roles and responsibilities. From there, businesses establish agendas based on goals, risks and opportunities—and in some cases, create separate committees focused on audit, compensation, and risk management.

Preserving Family Voice Through a Family Council

One of the most pressing concerns for multi-generational businesses is ensuring the family’s voice isn’t diltued as governance becomes more formal—especially when independent directors join the board. Pearson’s solution: establish a family council.

“A family council is designed to deal with the business of the family while the company’s board of directors is dealing with the business of the business,” Pearson explains. This separation creates clarity while maintaining connection. She recommends that at least one liaison from the family council serve on the board of directors to ensure the family’s perspective remains integrated into decision-making. This structure is particularly valuable as the gap between family groups and the business expands over time, especially when family members aren’t involved in day-to-day operations.

Assess Your Board’s Maturity

Pearson also discussed the concept of a governance maturity model to help family businesses understand where they stand. At the most basic level, boards operate primarily as fiduciaries. At the next level, boards become more engaged—moving beyond document review to dive deeper into management’s strategic priorities. At the most advanced level, boards become strategic, actively driving change in the business.

“Boards really should know where they fall on this spectrum,” Pearson says. “Knowing your board’s maturity and the qualifications necessary to advance to the next stage, that can help you understand where your board is leading and the potential opportunities for enhancement.”