When family business succession planning goes right, it transforms not just the business—it strengthens the entire family. Today, I want to share Kayla Kernick’s remarkable journey from frustrated daughter to confident co-leader at Spring Creek, a Canadian development company founded by her father, Frank. Explore a compelling real-life example through this case study titled “From Daughter to Co-Leader: A Real-Life Family Business Succession Case Study”. This isn’t just another transition strategist case study. It’s proof that with the right approach, family business succession can deepen relationships rather than strain them,
We get this question constantly: “How do we build a successor development plan?”
I understand the impulse behind it. You want your successor to succeed — not just for their sake, but because their success directly impacts your transition, your relationships, and your legacy. When succession fails, it’s rarely gentle. Relationships fracture, businesses struggle, and years of careful planning can unravel quickly.
But here’s what I’ve learned after three decades of guiding transitions: the very phrase “successor development plan” sets up a dynamic that can undermine the outcome you’re working toward.
Here’s something I’ve been thinking about a lot lately: most succession plans are written about us, not with us.
I see it all the time in the successor community I’m part of. Our parents work with their CPAs and attorneys to create these detailed financial structures and legal documents—which, don’t get me wrong, are important. But then we’re handed a plan that feels like it was designed in a boardroom without anyone asking what we actually want or need.
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.
