From Tim’s approach and guidance to practical information about sessions and workshops
I’ll help you reflect on what your business actually means to you and how you can manage your life’s work effectively. That includes (in the long term) ensuring a smooth handover.
Absolutely. If you start thinking about your life’s work early on, it helps enormously. You’ll then be better prepared when the time comes to hand over to the next generation.
We all leave something behind in the world. But we’re often not aware enough of this and get caught up in the day-to-day. With my help, you can become fully aware of what the family business means to you and what you want to leave behind in the world. This will also give you insight into when you’ll no longer be the right person to run the business, because inevitably the day will come when you need to hand it over. By approaching this consciously, it will become clearer what you have achieved and what your life might look like when you’re ready.
The main difference lies in the extent to which I am involved in the process. In the case of an initial diagnosis, I carry out an analysis but am not otherwise involved in the process. In facilitating the succession, I make a diagnosis and am involved in the follow-up process. In a full partnership, I am closely involved in the process, provide individual coaching to the owner-CEO and successor(s), and can even remain involved after the handover. The more closely I am involved, the greater the likelihood of a successful handover
I always start with one-to-one meetings with the owner-CEO and the key stakeholders — successors, family members and external advisers. Based on these discussions, I carry out an initial analysis to identify where the real bottlenecks lie. I then work further with the owner-CEO or with a group of people to identify and tackle these obstacles. It’s a combination of discussions, process work and individual coaching — always tailored to the specific situation.
I work mainly with the owner-CEO of a family business and, on occasion, with the intended successor. It is important to gain a clear understanding of how someone wishes to shape the family business, prepare it for the next generation and, ultimately, hand it over. The earlier and more concrete the picture of the legacy the owner-CEO wishes to leave behind, the more this will help with the actual handover. It is therefore important to start early enough and, ideally, not under the pressure of an ongoing handover process (although this is sometimes unavoidable because people only start thinking late in life about what they want to leave behind).
Where necessary, management is involved in the succession process. Often, they are not directly involved in the succession process, but their cooperation is crucial.
A diagnostic process takes three to four weeks. A supported follow-up programme typically lasts six to twelve months. A full partnership can last up to twelve months. The duration depends on the complexity of the situation and how willing all those involved are to engage honestly. However timewise it's always an estimate.
As early as possible — ideally well before the handover is due to take place. But most people only come to me once the process has hit a snag. Whether it’s a succession process that has dragged on for years, a conflict between generations, or an owner who knows they need to step down but doesn’t know how — it’s never too late to get some clarity.
Everything discussed during our sessions remains between us unless you wish me to share it. I do not share any information with other counsellors unless you give your explicit consent. Discretion is a fundamental requirement of this work. However, in order to make progress, we do need to be open and honest with one another including with the other stakeholders. So openness is just as essential for us to work well together. Part of the work is getting people to speak more openly with each other.
I prefer to report my findings verbally, followed by a brief written explanation. I don’t believe in endless slide shows or reports that end up in a filing cabinet. Either my interventions are effective and the process runs smoothly, or they aren’t – in which case it must be made clear why the process is stalling.
I know what it’s like to be a successor and to find yourself in conflict with the outgoing leader. I also know what underlying dynamics are at play that can help people grow closer together again. And I know what it’s like to leave your life’s work behind. When I stepped down from my role as CEO and owner, it took me years to find a new direction in my life because I had become so intertwined with my role in the company. If this resonates with you, then I am the right person for this part of the work.
I’d been feeling for a while that I no longer had the energy to take the business to the next level. After fifteen years as owner-CEO, I handed the business over to an external CEO and a new owner. What I realised then was that, whilst the handover may be sorted out on paper, you may be far from ready for it on an emotional level. I had to completely detach myself from the role, from the identity, from what the business meant to me. I also really had to learn to find a concrete direction in my life again – which is exactly what my father was so afraid of. I now realise that I’ve built up a wonderful business on the foundations my father laid for me. And that it’s good that it’s passed into other hands who can do their own thing with it.
I focus exclusively on the psychological and emotional aspects of succession planning. For legal, tax and financial advice, I refer clients to specialist advisers. My added value lies precisely in the area they do not cover: the human dynamics that determine whether a succession is truly successful. I do however know enough of these matters to collaborate with specialists.
I am an advisor and mentor first. However, the work I do is based on working methods derived from therapy. I am trained as a coach and therapeutic counsellor but make a conscious choice not to practise these professions.
As soon as the human factor slows down or blocks the process. Sometimes this happens early on — an owner who is hesitant about a takeover. Sometimes it happens in the middle of the process — negotiations that stall because family dynamics come into play. The sooner the better, but intervention is also worthwhile halfway through a stalled process.
They handle the practical aspects of the handover — the structure, taxation, governance, valuation and legal documents. That is essential. But actually, I get involved much earlier on. The most important thing about a family business is that it is your life’s work. Even before you start thinking about succession, you need to be considering what you want to achieve in the world and how you want to leave it behind. This requires awareness and a deeper understanding of the dynamics at work within you. Only then does the successor come into the picture. Succession plans rarely fail due to poor planning. They fail because the owner doesn’t truly let go, because the successor isn’t given the space they need, or because family dynamics continue to disrupt business decisions. I work on these issues too, alongside the other advisers and in collaboration with them.
It depends on the situation. Sometimes directors act as an important sounding board for the owner-CEO, and I involve them in the process through separate discussions. Sometimes the board of directors itself is part of the dynamic that needs to be addressed. I always consult with the client about the board’s role before making contact.
This is one of the possibilities. However, it must be in line with current demand and what I have to offer. I want to avoid becoming part of the system and helping to perpetuate a deadlocked situation.
It is essential to establish clear agreements with consultants, particularly regarding the division of roles. I liaise with the consultants involved to discuss what is going on and where I am carrying out my work. I provide feedback where appropriate and with the client’s consent. The aim is to ensure that the process as a whole runs more smoothly — not to add a new layer of complexity.
Based in Belgium, I work throughout Europe and the UK. A programme can take place partly at your premises and partly online, depending on what the situation requires.
With an initial consultation — free of charge and with no obligation. During this, I’ll listen to what’s on your mind and see if and how I can help. If it’s a good fit, I’ll draw up a bespoke proposal. You can contact me at tim@truecalling.eu or on +32 495 25 49 97.