In this first article of a quarterly series in 2026, Jay Hughes and Keith Whitaker turn their attention to a pivotal but often underexamined moment: the experience of engaging a trustee for the first time. Drawing on decades of advisory practice, scholarship, and fiduciary service, they illuminate why the “first trustee” moment can profoundly shape family governance—either constraining it or opening the door to learning, alignment, and long-term effectiveness. Using the metaphor of a play, the authors offer advisors a practical and deeply human framework for helping families navigate this transition with greater intention, clarity, and confidence.

Succession in family enterprises is rarely just a legal or financial event—it is a test of leadership readiness, legitimacy, and continuity. Increasingly, research suggests that philanthropy can play a meaningful role in meeting these challenges.

In this article, Matthew F. Erskine examines how strategic charitable giving supports family business succession, drawing on global research and insights from Joshua E. Chadajo, CEO of JEC Philanthropy. This article highlights how philanthropy can strengthen governance capabilities, foster intergenerational cohesion, and help successors build credibility with key stakeholders during periods of transition.

In the first article of a new series from the Family Firm Institute Virtual Study Groups, Paul Edelman and Nuria Lasheras Mayoral of the Mediation Group examine how a second-generation family enterprise used mediation to navigate a leadership crisis, repair strained relationships, and strengthen strategic decision-making.

Drawing on a real-world case, the authors illustrate how mediation can serve as a structured process that links relational repair with governance reform. The case highlights the practical role advisors can play in helping families move beyond entrenched conflict toward clearer roles, more effective boards, and sustainable leadership transitions.