For a potentially unsettling, yet constructive experience, arrange a meeting with the family along with key nonfamily members in your family business. Do it away from the business. Gather at a breakfast or lunch. After the meal, pass out to each person a sheet of paper and a pencil.

On one side of the sheet have these words: “What is the purpose of our business today?”

On the other side of the sheet have these words: “What should our business purpose be in 2015?”

Ask each person to write their responses to both questions on their papers. When that is done, have them read their responses. First, everyone should respond to the “today” question, then later to the “2015” question.

Expect some standard replies like, “Are you kidding?” or “Why are we doing this? We all know what our purpose is: to make a profit, to serve our customers, to have jobs.”

Recognize that, to some extent, all of these spontaneous responses have validity and represent one level of truth. The objective of the exercise is to establish two points on your family business road map: where you are and where you are going. You need to have all of the key participants play a role in that process. Just as any trip requires the answer to the two fundamental questions of where you are and where you are going, so too must these questions be answered in a business, especially in a family business.

Why are the answers more critical in a family business? Consider that in a nonfamily business, there usually is a consistent method of making decisions, of setting goals and a clear line of authority to the leader. If you are dealing with one true entrepreneur, then the decisions are made and the goals are often set by the decision of one person. If you have a formal management structure, then the decisions may be made through a structured decision-making process.

However, a family business must often struggle to harmonize the goal-setting, decision-making process and the family process. It is not unusual to make a decision in a family business and find that the next day the decision has changed. “Seems that there was a little discussion at home last night, and then somehow things got all turned around.”

This situational decision process can be difficult to deal with. It becomes almost impossible to deal with in a family business in the process of transition from one generation to another. The focus of the business can be put into jeopardy. This in turn can lead to such anxiety and confusion that a business can actually become in danger of failing.

Having a clear focus on where you are and where you are going can be of great help in avoiding or minimizing the problems that may arise. This “fix” on reality gives all a condition that can serve as an anchor while the family issues can be reexamined.

Think of the answers to the two questions as the basic ingredients of a game plan. If we all are focused on the same reality, then it will be much more likely that we can get there. Just as in sports, the team with the plan which they follow is the team that will usually win.