Succession planning is a process that every organization needs to be thinking about and working on throughout the lifecycle of the business. However, succession planning in a family-owned business has some unique challenges and considerations. More often than not, more than one family member is working in, invested in, or associated with the business. When your business associates are the same people you celebrate special occasions and holidays with, you need to be even more intentional about not damaging relationships in the process.Read More›
Think of the leaves on a vine as they grow up the side of a building. They’re beautiful. They blossom, they grow, and eventually, your entire building is covered with them. As the autumn season approaches, one by one, they start to turn colors. Some yellow, some red, some brown. So many leaves to admire, and every time we look at them, we think of the beauty they bring. Then they start to fall off. Until only a few are left. What will replace them? Naturally, new leaves blossom and grow in their place. They start out small, and then repeat the cycle.Read More›
The moment we hear that business leaders and executives are working on (not just talking about) succession planning and building talent depth charts, we are ecstatic! Because the truth is, many talk about it, but don’t put any action behind the words. Sometime in the future, we’ll hear, “Yeah, we were talking about creating a succession plan for that role. We just never got around to it.”Read More›
Lesson Two: We’re all in this together…believe in one another!
Every family has unique dynamics and each member carves out a role that just seems to fit his/her strengths. Among the many roles, there is usually the role of “person in charge,” the role of “peace keeper,” the role of “challenger,” and the role of “planner/organizer.” And in some cases, multiple people want the same role; which can cause conflict within the family. To add to that, the role in the family may not match the position they hold within the company.Read More›
The family business is as American as apple pie and the Fourth of July parade. Companies such as Ford, Marriott and Wal-Mart are only a handful of family-owned, corporate giants that come to mind. And although there are more than 100 million family businesses in the United States, only about 30% of family businesses survive to the 2nd generation, and 12% to the third.Read More›
Lesson One: Every family member earns their position. No free rides.
Parents are parents forever. That’s a given. As parents we want to give our children every opportunity to be successful. Why not? We have nurtured them, guided them, and taught them in hopes that one day they will grow up and be successful and contribute to society. We have also protected them. We don’t want any harm to come of them. No hurt feelings, no life setbacks.Read More›
I was recently asked this question by the owner of a family business with four sons working in the firm: “How do I choose which one will run the business?”
Wow! There are so many ways to answer this question. Family business succession can be complicated. My first response was to ask, “Who wants to?” To which the owner did not know the answer. So that is a good place to start; however, there is more running the family business than just who wants to.
When deciding who should be the next generation CEO and who should play supporting roles, let’s take a look at a few of the tough decisions at play here.
The owner may be asking several questions: Who can run the business? Who wants to? Do we have the talent? Do we expect that they will want to?Read More›
Stop and think… do you have someone to replace key employees if they suddenly left? A lot of companies don’t. When we have discussions with our partners, we’re often asked that magical question: How do we create a succession plan?
Finding the right person to fill key roles is one of the greatest challenges of leaders. Please take note: a replacement plan is not the same as succession planning. It takes time to develop people; giving them experience and strong mentoring.
Succession planning – the act of identifying and developing candidates for key positions within your company – is vitally important responsibility of every manager, leader, and board member. The crazy truth is that leaders know this, and it may even keep them up at night, but very few do much about it. Is it for lack of time? Is it because they have higher priorities? Or is it because they don’t really know how to create a succession plan?Read More›
One thing we’ve heard over the past year or two is that it’s difficult to find the talent necessary to deliver the production rates needed by businesses to meet customer demands. Many positions are being filled by people that don’t have the skills necessary to fulfill the job.
Managers and HR Directors are throwing “bodies” at problems rather than hiring the required talent to get the job done adequately – simply because the best employees are already working somewhere else!Read More›
This is a question that most business founders must face at some point in their lives. Family business planning is the process of selecting and preparing the right person to lead the family firm into the future. The average life of a family-owned business is about 24 years, usually ending when the owner/founder retires or passes away. It is reported that approximately 30 percent of family-owned businesses survive the succession from the first generation to the second and only ten percent to the third generation. By 2019, the number of family-owned businesses that will transfer from the first generation to the second will be the largest the world has ever seen.Read More›