How to overcome the unique challenges of running a family business

As Father's Day approaches, it's the ideal time to reflect on how family shapes us - not only in our personal lives but also professionally.

The Williams F1 Team was like a part of the family - as if it was a brother or sister and you were responsible for looking after them. It's an experience shared by anyone in the position of running a family enterprise.

It's a position of so many nuances, from the inevitable nepotism perception to the inability to leave work behind when you leave the office for the day.

It's important not to allow nepotism critiques to cloud your judgement. It's far more nuanced than people believe.

Individuals build businesses with the dream of handing them down to their children.

There is a long history of businesses remaining in the family and ultimately being successful, so a lot of the commentary can be redundant, and, fundamentally, you can disprove it by doing a good job.

In my position, I was fortunate that my whole family lived and breathed Williams, so when I was offered the Deputy Team Principal role, I could talk about the opportunity with my mother – and I'll never forget our talk.

She understood the implications and sacrifices that come from running the team in a way no one else could, giving me a unique perspective that helped in the early days.

"I felt a sense of duty to the team when I started, it was my dad's legacy, and it was challenging to have the team in a difficult position."

It can be tempting for people to arrive in a senior position and immediately want to stamp their mark on it, making sweeping changes to show who's in charge, but I don't believe it works.

I always thought 'What would my father do?'. I never wanted to change anything that didn't need changing, but, of course, the team needed to evolve and adapt to the times. Effectively, it was about regenerating the team and putting it back on track.?

I wouldn't dream of describing it as following in his footsteps, as what he achieved was extraordinary, but I had to be confident in my capabilities as there were people in the team who had known me since the age of four. I was very conscious that I had to earn their respect, and rightly so – it should never be a given.

It wasn't just internal pressure, either. I was now attending Strategy Group meetings and needed to be viewed as more than 'Frank's daughter'. Plus, there was the usual noise on social media, a lot of negativity.

That pressure remained throughout my almost eight years running Williams.

You have to win people over; there's no point shying away from that. Actions speak louder than words, and success in 2014 - third place in the Constructors' Standings - was key in that process.

The crucial advice I can share, particularly when starting as a family business successor, is to not have an ego. You have a great opportunity, but you also have limitations, and it's important to be self-aware enough to recognise it and build the right network around you.

Equally, there are positives to the pressure. Unlike other Team Principals on the grid, I wasn't answering to a CEO - I could make the choices I believed in.

Never be afraid of making your mark, but always respect the past. You will need to change and evolve the business but bring people along with you. In my case, I worked hard at transformation across processes, resources, policies, procedures and operations.

All while keeping the heart of what Williams and my dad built through a rebuilt team culture.

It's a long journey and an extraordinary test of your capabilities, but the opportunity to step up and continue a family legacy is one of the most rewarding experiences you can have.