Who starts?
An inter-generational transition in ownership and leadership of a family enterprise entails the seniors letting go and the next generation being able and willing to step up to the mark. But who starts the process? The seniors may be anxious about pushing the next generation into making decisions, while the next generation may be reluctant to be seen to be pushing the seniors out the way.
In reality, change cannot happen until those currently in power – usually the seniors - indicate that they are ready to start discussing letting go. It is preferable for that willingness to be made very clear, rather then vague signals being given that are open to interpretation or the sincerity of which may even be doubted.
If seniors have to accept responsibility for starting the process of succession planning it is equally important that the next generation are willing to enter into discussions, based on a clear understanding of what they want for themselves, as opposed to accepting passively whatever they believe the seniors want.
Succession planning is best viewed as a negotiation in which each person taking part has a clear understanding of their own “best outcome” and a willingness to work collaboratively to achieve the “best possible outcome” in all the circumstances. This will enhance the quality of negotiations and help everyone move to achieving a consensus. A practical definition of consensus is “I don’t agree with everything, but I don’t disagree strongly enough to want to sabotage the outcome”.
