Succession is one of those things everyone in a family business knows is important, but somehow it’s the hardest to talk about. From what I’ve seen, it’s not really about planning timelines or writing formal documents, it’s about emotions, identity, and trust. There’s often a fear of letting go on one side, and fear of stepping on toes on the other.
In a situation I’m quite familiar with, succession wasn’t something openly discussed for a long time, even though everyone felt the weight of it. When the time eventually came, it was heavy, not just in terms of responsibility, but emotionally too. Taking over a leadership role in a family business means stepping into someone else’s legacy, while also trying to find your own way. That’s not easy.
What I’ve come to realise is that successful succession is more about open communication and mutual respect than it is about perfect timing. It takes patience, clarity, and a lot of emotional maturity, from both sides.
If you're interested in reading more about the emotional layers behind succession, this article offers a helpful perspective on the emotional dynamics involved: https://www.ocorian.com/insights-news-press-releases/how-navigate-complex-landscape-emotional-ownership-family-businesses
@Meltem , your honest tone and personal feel of your post—it’s clear you’ve seen the emotional side of succession up close. That said, it leans a bit too much into description without connecting to broader research or models that could give your insight more weight. I’d love to see you tie this to a framework or credible source next time.