When I wrote “It’s a Journey” several years ago, we focused on the emotional side and the human side of business transitions because we believe in a people-first concept. Over the years, I’ve worked with hundreds of people to create transition roadmaps, and I consistently see the same pattern: people start with the “how” and the “how much.”
They’re thinking about how much money they could get for their business, whether it’ll be enough, and how to structure everything—the estate plan, the trust, how to manage the money afterward. Don’t get me wrong, those are all important questions. But what most business succession planning strategies miss is the people side of the transition.
That moment when you hire your child into the family business feels like progress.
Finally, you’re taking steps toward your Next Adventure™️.
Yet six months later, you’re wondering why things feel more complicated than ever.
Does this sound familiar?
Many owners assume that bringing their successor into the business is the first step of their transition journey. In reality, it’s often where the confusion begins.
Picture this: You’ve spent decades building your family business. Every late night, every tough decision, every relationship carefully cultivated. Now it’s time to pass the torch, and your advisors are telling you to “just hand it over” to your successor.
The problem? Deep down, you know that’s not going to work.
If you’re like most family business owners we work with, you’ve probably heard the phrase “clean handoff” more times than you can count. The idea sounds appealing—one day you’re running the business, the next day someone else is. Simple, right?
There’s something uniquely vulnerable about working alongside your siblings in a family business. You’re not just colleagues debating strategy in a conference room. You’re siblings with decades of shared history, inside jokes, and (let’s be honest) unresolved childhood dynamics trying to build something meaningful together. Recently, I had the privilege of hosting a conversation with three next-generation leaders who’ve navigated the complex world of sibling succession planning: Shannon Schottler, Andrew Salmon, and Mark Mendes. Each brought a completely different perspective on working with siblings in family business, and their stories
How to navigate business transitions and family business succession without damaging the relationships that matter most.
Last year, I had the privilege of meeting Dr. Max Ziegenhagen, a psychologist who has spent years studying human connection. He shared a simple yet powerful model that completely shifted how I think about communication—especially in business succession planning. I call it the Three C’s of Communication, and it’s become a game-changer for the families I work with.
In the world of family business succession planning, we often focus on the tactical elements—legal structures, financial considerations, and timelines. But after decades of guiding business owners through business transition planning, I’ve discovered that the most successful journeys begin with something far more fundamental: imagination.
When white smoke rose from the Sistine Chapel yesterday and Pope Leo XIV stepped onto the balcony, I felt a wave of emotion I didn’t expect. I remember where I was the last time it happened—when Pope Francis was elected. I was younger, still learning what leadership really meant. I hadn’t yet become a mom or a business owner. I hadn’t yet walked with families through the meaningful work of preparing for what’s next in their business. Now, after guiding dozens of families through their transition journeys—and navigating my own—I
Have you ever closed your eyes and imagined walking out of your business today—never to return? What emotions bubble up? Relief? Panic? A mix of both?
This isn’t just a thought experiment. It’s a visualization that reveals your readiness for perhaps the most significant transition of your entrepreneurial journey. After decades of helping business owners through succession planning, I’ve found this mental exercise cuts straight to the heart of transition readiness.
Transitioning into this role has come with a steep learning curve. I stepped into a company with history, structure, and strong principles. And that’s exactly what drew me here—because I didn’t want to start from scratch. I wanted to build on something meaningful.
That said, I’ve been in sponge mode. Absorbing what works. Questioning what could be better. Figuring out what to preserve and where to innovate. And—maybe most importantly—learning to say, “I don’t know yet, but I trust myself to figure it out.”
