No se trata de heredar el poder, sino de construir el puente que lo sostiene.
In Mexico, 90 % of economic units are family businesses. These generate approximately 75 % of formal employment and contribute about 52 % of GDP. However, only 21 % of these companies manage to reach a second generation, and just 6 % survive until the third. Reason is not usually the lack of capacity or commitment, but the absence of a clear strategy for generational relief.
Succession is not a symbolic act or an isolated moment. It is a deep process that touches the emotional, strategic and heritage. And like every good trip, it requires map, address … and will to release.
Next, I share eleven key steps to travel this process with order, vision and purpose:
1. Steak firm soil: part of your values
Before thinking about the successor, it is essential to reflect on the culture and values that have sustained the company. What principles should be preserved? What aspects do they need to evolve? The succession must be consistent with the legacy to be screened, not only inward, but also towards customers, suppliers and the community.
2. Define the future course
You cannot choose a leader without being clear where the organization is directed. The strategic vision must be well defined and shared by the family and the main actors of the business. The successor must not only be able to sustain that course, but also to renew it with intelligence and sensitivity.
3. Develop candidates, not just choose one
Avoid the temptation to look for the “chosen” as if it were a mystical decision. The succession must be a talent development process, both inside and outside the family. Investing in training, leadership and teamwork is key to ensuring that there are real and prepared options when the time comes.
“Planning the succession is not to decide who inherits, but to design how the commitment to the future continues.”
4. Involve senior management
Managers who are in the daily operation have a valuable perspective on the capabilities and potential of the candidates. Listening to his opinion not only enriches the process, but also strengthens the legitimacy of the successor to the team.
5. Evaluate the emotional context of the successor
Beyond technical preparation, it is crucial to consider emotional maturity, health, personal situation and, above all, the level of commitment of the possible successor. A role should not be imposed on those who do not want it, or delay the relay for fear of releasing control.
6. Consider legal, fiscal and patrimonial aspects
The succession also implies a transition of legal and economic power. It is essential to have specialized advice to properly structure the transmission of heritage, minimize tax risks and avoid future conflicts between heirs or partners.
7. Communicates with clarity and assertiveness
Silence generates uncertainty. Trust is built with clear, timely and honest information. Although all the details are not revealed immediately, it is important that those involved know that there is a plan and that they are working on it with responsibility.
8. Enter duties and rights gradually
The succession should not be an abrupt delivery of keys. It is a gradual process that allows you to observe, correct and accompany the new leader. Delegating responsibilities progressively helps build mutual trust and reduce the margin of error.
9. Creates a succession protocol that evolves
The family protocol must be a living document. It must include clear rules about the profile of the successor, the times, the decision mechanisms and the evaluation criteria. But it must also be reviewed periodically to adapt to internal and external changes in the business environment.
10. Promote continuous professionalization
Succession is not the end of development, but the beginning of a new stage. Ensures that the new leadership has constant training, external advice and evaluation spaces. Professionalization is the best armor for family and business legacy.
11. Institutionalizes the company without losing its essence
Institutionalization does not mean bureaucratizing. It means establishing structures, processes and governing bodies that transcend people. Creating administration tips, family committees and clear policies allows the company to work with order, even in times of transition. The key is to professionalize without dehumanizing.
Many times, the problem is not that a successor is missing … It is that there are plenty of fears, unpalled expectations and schemes of the past that prevent the next step. Succession is not only a matter of leadership, but of identity, shared vision and will to evolve.
The greatest leadership act is not clinging to power, but knowing when and how to release it. Because the real legacy is not what is left, but what is built so that others can continue.
About the author:
Twitter: @mariorizofiscal
The opinions expressed are only the responsibility of their authors and are completely independent of the position and the editorial line of Forbes Mexico.
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