Her passion is to train and provide support to the addiction and recovery clinical and peer workforce. She is now the proud owner of Rhoades to Recovery Consulting, Training and Clinical Services and provides consulting and training services to Addiction and Recovery organizations across New York State. The Social Role Scale of the OQ45.2 measures social functioning such as respect for the law and ability to meet responsibilities. Generally, those who complete Ethos present with healthy social functioning and sustain that health during and after the program. Those who do not complete start with slightly unhealthy scores and fluctuate between healthy and unhealthy after they leave Ethos.

Peer Recovery Support

• Companies that reallocate more resources more often have been shown to generate significantly higher returns to shareholders, experience less long-term variance on returns, and have a higher likelihood of avoiding acquisition or bankruptcy.
• Further, many of the outperforming FOBs seemed more willing than peers to take bolder risks on occasion, with 58 percent indicating they had pursued at least one large deal in the past ten years, compared with 36 percent of other FOBs indicating the same.
• And 85 percent of respondents from outperforming FOBs report that their companies have a formal forum that meets regularly to discuss family and business issues, compared with only 66 percent of all other FOBs in our research base.
• House members eat and live as a family and meet regularly to support each other in their new ways of living.

Second, compared with the other FOBs in our research base, the outperformers use a broader set of data to evaluate organizational performance. For instance, these businesses used more key performance indicators (KPIs) to measure executive performance, including top- and bottom-line figures and valuation metrics. When we asked all the FOB respondents in our research base which of seven designated metrics they had considered in evaluating executive compensation, the outperformers were 10 percent more likely, on average, to indicate that they were tracking all the KPIs we listed. Family-owned businesses also face unique governance challenges relating to their ownership. For instance, all FOBs, regardless of size, industry, or regional focus, are confronted with succession-related questions as the business passes from one generation to the next. The founding generation may have been focused on aggressive growth, but subsequent generations may wrestle with maintaining or even transforming the company.

MEMBER CHARACTERISTICS & TREATMENT PROGRESS

Ethos structured sober living is an all-male recovery community in West Los Angeles. Long-term sobriety is fostered by peer encouragement and expectations of accountability, camaraderie, and character development. House members eat and live as a family and meet regularly to support each other in their new ways of living. This cohesive unity helps men work together through the challenges of sobriety. Ethos Structured Sober Living is an all male community in recovery located in the heart of West Los Angeles.

• Anxiety is a common mental health condition that can include excessive worry, panic attacks, physical tension, and increased blood pressure.
• We stand with all people who are taking steps to create a society in which everyone can live authentically and proudly.
• The numbers likely reflect large FOBs’ ability to take advantage of process-related efficiencies and supply chain relationships developed over successive generations (Exhibit 2).

Unique challenges on the road to outperformance

Given that they are using their own money, FOBs often prefer to invest their funds in marketing, sales, manufacturing, and other parts of the business where there are clear paths for growth and some precedent for returns, rather than invest in high-risk areas such as R&D. Our research also revealed that FOBs, in general, tend to reinvest in the business rather than extract as much as they can from the company through dividends (Exhibit 6). They are not under the same pressures that non-FOBs are increasingly under to prioritize higher dividends to meet shareholder expectations.

• As a Los Angeles native, Chris understands the devastating impact of addiction on families, having grown up in a home with a mentally ill mother.
• One family-owned luxury retailer in Europe takes an end-to-end approach to talent management.
• Through direct and indirect investments in these programs and companies, the company is helping others while ensuring its own access to top technology innovations and talent in the region.
• Attendees include a mix of individuals and family members in recovery,program administrators and directors, clinical staff, peer professionals,as well as other recovery allies.
• One conglomerate reaches more than one billion customers across its consumer goods, agriculture, and real estate divisions, among others.

It can be inward looking and focused on building the company’s legacy—for instance, by maintaining a strong reputation, protecting the brand image, or nurturing a strong company culture. Or it can be outward facing, focused on maximizing value for customers or generating positive impact in their communities. Whatever its nature, FOB respondents say they are willing to spend the time and resources needed to bring this purpose to life.

• Theresa is a family member in recovery and works her own process addiction recovery program.
• Thus, the inception of Lifestyle Interventions emerged, an ongoing endeavor aimed at extending a helping hand to those in search of mentorship and guidance in their path to recovery.
• Recognizing the delicate nature of mental health and addiction, I aspired to establish a resource that catered precisely to the unique needs of individuals and families grappling with these challenges, facilitating their escape from the cycle of suffering.
• The research also demonstrates how the performance and value creation strategies of FOBs shift as these businesses get bigger and older.
• Our dedicated staff includes counselors, nurses, and doctors who work together as a multidisciplinary team to help patients reach a stable dose of medication to alleviate withdrawal symptoms.

Leaders attribute the company’s success to the founders’ direct, personal involvement in identifying big bets and building the financial, operational, and talent competencies required to reallocate resources and act on those bets. The benefit of having engaged employees is that “once the CEO has a strategy in mind, it is easier to implement any changes,” leaders at one Japanese FOB told us. This approach to decision making has https://thepaloaltodigest.com/top-5-advantages-of-staying-in-a-sober-living-house/ allowed the company to execute major category and market expansions every ten to 15 years. Interestingly, however, the outperformers say they take on more debt compared with other FOBs. For instance, about 40 percent of the outperformer respondents told us they use debt to finance more than 50 percent of their investments. By contrast, other FOB respondents told us they use debt to finance only 12 percent of their investments.

Four critical mindsets of outperforming FOBs

At ETHOS, we celebrate and support the LGBTQIA+ community, embrace diversity, and foster inclusivity. We stand with all people who are taking steps to create a society in which everyone can live authentically and proudly. Helping People Help People means we free our clinicians Sober House to spend all their time caring for clients while businesspeople run the office. When Dr. Peter Delneky was diagnosed with prostate cancer, he traveled from his home in Florida to receive Ethos Therapy treatment and the kind of care he knew he could only find at Goshen.

The implementation will of course look different depending on the organization. Companies facing imminent generational transitions may need to focus first on shoring up their governance mechanisms and succession planning. Businesses in stagnant or vulnerable industries may want to focus first on dynamic capital allocation practices to boost their investments in R&D, new business building, and M&A.