Family enterprises seeking long-term continuity and prosperity are well-advised to invest time, money, and emotional energy in developing and maintaining effective and sustainable mechanisms to govern and coordinate the family shareholder group. These mechanisms are commonly referred to as (formal and informal) means of family governance. Because as the business matures, and in the absence of continuous ownership concentration, the shareholder group grows alongside, and often exponentially. As the family system grows, and in the process, grows apart, it needs support to ensure alignment and decision-making capacity as a unified ownership group. However, while prior research provides rich empirical evidence on effective business governance systems and mechanisms, there is much more ambiguity on the family side as to what constitutes good governance of the business-owning family. This chapter provides an overview of the dimensions and process of family governance, and a series of implications for research and practice.