Succession Planning & Balancing Family Dynamics | Meaden & Moore

Part 3 of the "Process-Oriented Approach to Family Business Succession Planning" Blog Series

Advocating a process-oriented approach to succession planning in family-owned businesses, it's essential to focus on the goals and concerns of the departing owner, as these factors significantly influence the planning process.

The previous discussion aimed at clarifying the current owner's perspectives towards ownership succession. Yet, identifying the future operators and leaders of the business represents a critical aspect of succession planning. The challenge lies in deciding whether the business can be efficiently and effectively managed by talented family members, key employees, or if it is necessary to seek talent outside the family and current employee pool. Understanding, defining, and assigning the roles and responsibilities crucial for the business's future success is paramount.

Step 1: Understanding the Skill-Set Being Replaced

To gauge the future generation of business management, comprehending the skill-set of the departing leadership is the first step. Key questions include:

• Is the departing owner responsible for the strategic direction of the business?
• Do they play a significant role in financial, administrative, operations, sales, or marketing?
• Are there essential relationships with stakeholders that need transitioning?

Often, replacing the unique skill-sets developed over time may require several individuals, signifying the complexity of the succession process.

Step 2: Assessing Strengths and Weaknesses of Potential Successors

One advantage for those outside the family business context is their ability to select successors objectively, focusing on the desired skill sets. In contrast, family businesses often consider candidates based on kinship or employment history. Despite this, it's critical to assess the skills and weaknesses of potential successors, especially family members, considering factors like:

• The successor's view of their relationship with the business
• Their leadership and communication skills
• The necessity for education or training to address deficiencies
• The potential need for developing management team skills to support a family owner/operator
• The impact of sibling rivalry and nepotism

For key employees essential to the business's success, a different approach is required, especially if they are not offered ownership. Developing key employees, ensuring organizational support, and creating competitive compensation and benefits are crucial. Granting adequate authority and establishing clear lines of authority are vital for a successful transition.

Prioritizing Business Needs in Management Succession

Above all, the business's needs must be prioritized in management succession. It may be challenging, but looking beyond family members and current employees for the next generation of management could be essential for safeguarding the interests of all stakeholders and ensuring the long-term success of the family business.

Read other posts in our "Process-Oriented Approach to Family Business Succession Planning" Blog Series:

Part 1: Effective Business Succession Planning: A Call to Action
Part 2: 18 Must Answer Questions for Family Owned Business
Part 4: Identifying the Business Owner's Goals - Cash Flow and Financial Planning
Part 5: Identifying the Business Owner's Goals - Taxes
Part 6: Business Succession Planning: Keeping Your Buy-Sell Agreement Relevant
Part 7: Business Succession: Who Are the Stakeholders and How Can You Satisfy Them?
Part 8: Don't Let the Failure to Communicate be Your Business Succession Plan's Downfall