Article by Kristen Toppin 

Bringing non-family executives into a family business is kind of like inviting a new friend into a long-running group chat. They weren’t there for the inside jokes, the ancient rivalries, or the time Uncle Joe accidentally ordered ten thousand units instead of one thousand (oh Uncle Joe…) but they’re here now, and they have something valuable to add. The question is, “how do you help them integrate without making them feel like an outsider in a family play?”

Enter the advisory board. When used wisely, it can act as the bridge between the family and external leadership, providing clarity, consistency, and a neutral sounding board. For non-family executives, the board offers guidance and support that isn’t tangled up in decades of family dynamics. It gives them a place to ask big picture questions, receive feedback, and raise concerns without feeling like they’re tiptoeing around a family reunion in a suit and tie.

Advisory boards help ensure that non-family executives understand and embrace the family’s values while also empowering them to bring their professional skills to the table. The board can reinforce that, yes, the business has a legacy, but it also has a future, and it needs the fresh ideas and structure that outside leadership can provide. The board creates a space where traditions are respected, but smart evolution is encouraged.

Now, when it comes to adding non-family members to the advisory board itself, timing is everything. A good moment to bring in outside voices is when the business reaches a crossroads, maybe it’s scaling up, entering new markets, or planning for leadership transition. At that point, a wider perspective can be incredibly valuable. Outside advisors can offer industry expertise, operational know how, and (perhaps most importantly) an unbiased view of what’s working and what’s not.

Choosing the right non-family advisors takes some finesse. You want people who understand business, yes, but also people who understand your business, its quirks, its roots, and the fact that board meetings sometimes start with a story about how Grandpa delivered produce in a pickup truck with a leaky tire. The best advisors respect the family’s legacy while also gently nudging the business forward. Look for individuals who are curious, collaborative, and comfortable asking tough questions with kindness.

Onboarding new advisory board members, especially non-family ones, shouldn’t feel like dropping them into the deep end. Give them a clear sense of the company’s history, its values, and the long-term vision. Let them meet family stakeholders, visit the operation, and understand not just how decisions are made, but why. And be open to their observations, they’ll likely see things you’re too close to notice.

Done well, incorporating non-family members into both your executive team and your advisory board creates a dynamic and balanced leadership structure. Family wisdom and institutional memory meet professional expertise and fresh thinking. It’s not about diluting the family vision, it’s about strengthening it with new perspectives and sharper execution.

Whether you’re bringing in a seasoned CFO or an industry expert with a knack for growth strategy, use your advisory board as the connective tissue. It can help everyone stay aligned, feel heard, and work toward the shared goal of building a business that honors its roots while growing toward something even greater. After all, when family and outsiders work together with the right support, that’s where the magic really happens.