Succession: A Difficult Decision

Extract from Breakthrough Business Simplicity Chapter 8

It may be that a group of people, Board of Directors, Board of Directors, Sons, the Family are the "someones" who take the lead. Although, "two heads are better than one" and "collective intelligence" is a real thing, a group of people cannot take the vacant role of the Source of initiative. It must always be a person. How do you know who?

It is the person we turn to implicitly or explicitly, directly or indirectly, to hear their opinion before voting or ourselves to give our opinion. That person is the successor. It is the one who is ready, because it has been prepared intentionally or unintentionally by the one who has just left us. It is the firstborn daughter or son many times. He is the one who has been closest to him. It may be that he does not want to fill the role, but he is the one to whom we hand over the baton so that he does not remain on the ground. If she or he does not pick it up, we must give it to him or her and declare it. He has no choice, at least for the moment.

If there is more than one brother or sister involved in the company. What do we do? Well, to ask who wants it, but not because of the power and money, but because it connects with the vision of the one who left, and intuits the next step. The role of source is given, but it is also taken (and if you don't want to, it is transferred).

If there are co-founders in the organization, the same question is asked, and the same intention and connection is clarified. Who wants to take the baton? Why do you want to take it? What do you want to take it for?

The process requires a work of authentic introspective reflection. It is to connect with our reasons, intentions and visions. We must not project what is not. We should not take what we do not have to take. It is not the time to "do what I have always wanted to do", it is to continue with the original vision, but knowing that we will make adjustments based on our style, life experience and visions of what can be.

If the inevitable and necessary succession is not achieved? Well, it is time to make it survive with the structures and processes already in operation; or it is time to close the initiative (not the company forcibly) to make room for something new.

The businessman died unexpectedly. The founder seems to have never passed the baton to the next generation. The wise sea dog never wanted to let go of the helm. What happens when a founder leaves without having gone through a succession process? A vacuum is created.  That void is filled by something, someone or someone.

The circumstances, context and history of the initiative will define "the something" that will fill the void. If in general the culture created by the founder is good, the uncertainty will be intense, but the collective will know how to overcome it so that someone takes the helm under the role of the successor. Still, there will be work to be done to connect with the vision and feel that this handover has been made and is now recognized. On the other hand, if the culture or conditions are competitive, conflictive or adverse, a power struggle will be created. A low intensity but exhausting struggle over time, or a fulminant violence that will put the entire initiative at risk.

The next steps is about discusses the complexities and challenges of succession planning in a business context, particularly when a founder dies without a clear succession plan.

  • The Succession Void: When a founder departs without having established a succession plan, it creates a vacuum that must be filled by someone or something, leading to either a smooth transition or a power struggle depending on the prevailing culture

  • Identifying the Successor: The successor is usually the person whom others naturally turn to for guidance, often the firstborn child or someone closely aligned with the founder's vision, even if they are initially reluctant to take on the role.

  • Handling Multiple Potential Successors: In cases where multiple siblings or co-founders are involved, it is essential to determine who genuinely connects with the founder's vision and is willing to lead, rather than who seeks power or financial gain

  • Reflective Process: The succession process requires deep introspection to ensure the chosen successor aligns with the founder's original vision, while also incorporating their unique style and experiences.

By Guillermo Reyes & Claus Eckerman