Succession in our company has always been a big challenge. Everyone understands that the transition needs to take place but no one understands when and how this will occur. As long as the steering wheel remains firmly in the hand of the old one, the young ones wait in patience or quietly retreat in the background.
We have conversed but failed to conclude anything. Passing on the leadership mantle is an elusive idea, masked under presumptions and unarticulated expectations. The vagueness affects not only the future—our day-to-day choices get influenced too. Without role definition and timelines, we're taking decisions in the short-term, avoiding bold decisions, and not committing too far ahead.
The paradox lies in the irony: current leaders require effective successors but do not want to provide space to grow. Faith in theory but not in application. And unless that changes, we're all stuck in limbo—doing the best with what we have but never knowing if the path forward leads to leadership or nowhere in general.
Succession is a process, not a plan. And in family businesses, it's as emotional as it is strategic. If we don't impose structure, we risk turning legacy into uncertainty.