IMHO opinion, the independence or otherwise of the chair, or for that matter the board members, is not the issue.

In clients for whom I have resolved such issues, the problems appear always to be differing personal objectives of the players.

The technique I use to resolve the issues are as follows:

1. Meet with each individual on a one-on-one basis and in strict confidence ask them what are their personal objectives in staying with the company, what do they want out of it and what are the issues that they feel need resolution. What do they propose is the resolution to those issues?

2. I then conduct a workshop tabling the varying issues, problems and resolutions proposed in the confidential interviews. No issue or solution is attributed to any particular individual so we always deal with the issues rather than the personalities.

3. The outcome of the workshop is a plan of action dealing specifically with the issues agreed by all as requiring remediation.

Leaving aside legality and corporate compliance, the corporation can effectively do whatever is wants to satisfy its family owners. No one has ever said that private companies need to "maximise" - they need to do whatever they wish - it's their money, their time and their risk - provided that whatever they do is ethical, fair and legal.

Other issues I would raise at the workshop would include:

• management expectations - decision-making and relationships with employees
• succession plans
• role of board and its members
• adherence to board directive