antee. Just like anyone applying for a job, make the family member work for it. There are no free passes.


• Founders should not expect the second genera- tion to lead the business in the same way, nor to be the same stamp of personality on the culture. Kids raised to think for themselves and be them- selves cannot do and be that if the founding parent is too controlling. Kids work very hard during their childhood to establish their own unique identity, so when leadership is shared, there must be a lot more discussion, acceptance, and experimentation about what blended model of leadership works best. Expect change. Be prepared and exit grace- fully. Certainly you can pen your ethical will that outlines your desires and ideals for the company, but understand those are guidelines. Often the next generation takes on modernization and pro- cess improvements. Step back, exit, and let the next generation work. Understand that it’s their business now.


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• There are no victims allowed. For siblings who feel they were cast adrift by founding parents and feel ill-equipped to deal with these issues, they have to take ownership of that and work it out. These working relationships may last for thirty years or more. There is a lot at stake in working it out, and they are the ones who have to do it.


• Get help. Whether it is a therapist, leadership coach, or experienced succession planner, it’s critical to ask for assistance. Seek council that has real expe- rience in family dynamics. Understand that the decisions are hard, often personal, and rarely can be as objective or balanced as we wish. Honest, thor- ough communications will make the process more palatable for all—and more successful.


Bottom Line For a family business to thrive and endure, family members must address the inevitable issues that accompany ownership, leadership, and succession. It really does not matter who “Mom liked best.”


The Magazine 13 5.2017


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