Succession is one of the most sensitive topics in our family business. Everyone agrees that the next generation should take over one day, but no one really says when or how. The older generation stays in control not because they don’t trust us, but because they feel responsible. At the same time, the younger generation is waiting. We are ready to lead, but we don’t want to push too hard. Out of respect, we stay quiet, hoping the transition will come naturally.
But the truth is, it rarely does. Without a clear timeline or structure, we keep repeating the same discussions with no result. Leadership becomes a grey area. The older generation says they are stepping back, but they still make most of the final decisions. Younger members make suggestions, but we wait for approval. It feels like we are in a holding pattern flying in circles instead of moving forward. This also affects daily business. We avoid long-term plans because we don’t know who will be in charge tomorrow. We stay conservative, not because of market risk, but because of leadership uncertainty. This limits our ability to grow or innovate.
Succession should be a process, not just an idea. It needs planning, timelines, and honest conversations. Emotions are part of it, of course, but they should not stop us from creating a clear path. If we don’t make room for the next generation, the company will one day find itself without leaders or worse, with leaders who were never truly prepared. Respect should not stop progress. It should guide it.