Six Steps to a Family Business Succession Plan

July 2019 | Volume VI

In the next ten years, 72% of Canadian business owners will retire1, and as a result, will look to transfer their family business. However, almost half of these business owners do not have a succession plan and the majority of those who do only have an informal one. For many entrepreneurs, making a formal plan is a path full of obstacles. And one of the biggest obstacles is knowing where to start.

While conscious of its importance to the survival of the business over time and across generations, it is very difficult for a business owner to know where to start to establish a succession plan. This is one of the reasons why many of them simply have a general idea. So, where do you start?

1. The simplest answer is: start with the past

Why did you begin the adventure at first? What motivated you to take that journey? What are the core values of the business, and the mission you want to accomplish? Write down all your answers and organize your thoughts. And if a trusted “someone else” (partner, advisor, outside counsel, etc…) was with you at that beginning, then you could do it together.

2. Assess the present

Once the first step is done, then evaluate the current situation. How has the organization evolved and changed over the years? What has remained unchanged since its inception?

Who are the current leaders and key members of the team, and what are their strengths? How do they impact the organization and its goals? Are these key members close to retirement? Will they remain if you sell the business?

Is the business meant to be a legacy business, building wealth over time, or creating a lifestyle (annual cash flow)? Has this changed since the business commenced?

3. Think about the future

After comparing the past with the present, look to the future. What is the family business needs to survive you and other generations to come? This means assessing factors that are both internal and external to the company. What does the business need to stay competitive in its market? Does it have the right leaders (beyond you!) and team players to set and execute the strategic plan.

Related: Succession planning: The transition

4. Start drafting your family business succession plan

Drafting a plan requires direction, but more importantly, must begin with the end in mind – do you want to sell? Are you transitioning to another family member? Selling to management (not family)? etc…maybe you want to maintain ownership but work less (spend winter in Florida, summers on the golf course!). If so, you may only be shifting management of the organization and retaining ownership? Maybe it becomes a hybrid.

Now draft an updated organization chart – start with job functions and then map out the current team’s skill set. Take into account hard/technical skills as well as soft skills (management prowess, emotional intelligence, etc…) – can these positions and “needs” be matched with your current team? If so, fill in names with positions. If not, what will be the action plan to fill the empty boxes in organization chart with qualified team members not currently employed by the organization?

Once that is done – is the leadership role filled? If so, then its time to bring that person into the planning process and start making it formal.

Related: Management or ownership, what should a family business owner transition?

5. Make the succession plan formal

For some business owners, this step might be the hardest one. Review, challenge, evaluate, and then put it to paper. Once a solid, thought out plan has been drafted, share the succession plan. At first, it may be with only a trusted few, but eventually, it should involve all key players.

This plan will drive many of your future decisions. If needed, talk to everyone individually to not only make sure they understand your thought process about the implications and the direction of the business but to also get input and adjust where it makes sense.

Finally, ensure that you sift through their opinions, watching for emotional answers that contain insecurities of the unknown. This exercise will undoubtedly leave your team with as many questions as answers. Be prepared and try to anticipate their reactions before you meet them, with the goal of calming insecurities from the first discussion.

6. Find a sounding board - ask for help

Whenever you feel the need, and during any part of the process, don’t hesitate to ask for help or to see if you are on the right track, from a close friend or a trusted advisor/professional.

A family business advisor can help you at every stage of the process, from an objective standpoint, to ensure that you do not neglect some details, ask you the hard questions, and help you draft a formal succession plan with deadlines, expectations, and goals.

If you want to know more about family businesses, how to manage tangible such as tax and estate planning
and the not so tangible family dynamics, please contact us or subscribe to our Newsletter.