the challenge

The previous leader stuck around

The most difficult leadership decision is knowing when to let go of the family business. Many leaders fail in this because they are so intertwined with the business and fear what will come after they step down. So they linger (like a ghost from the past) and continue to exert influence.

This can lead to disputes, hinder the successor’s ability to take on the leadership role, and cause the business to stagnate. It can also significantly disrupt a takeover process or the handover to the next generation.

Once it is clear why the leader is unable to let go, it is often possible to have a constructive conversation that helps everyone and injects energy into the business.

my approach

Honouring and saying farewell

Through discussions with all stakeholders, I carry out an analysis to gain a clear understanding of what is going on ‘on the other side of the table’ and beneath the surface. Based on this analysis, I advise you – as an M&A professional or director – on the steps that can help to get an acquisition process off the ground.

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During this journey, we focus on:

Untangling the knot between the leader and the organisation
Explaining the dynamics at play during a departure
Clarifying what a departure requires

My advise may consist of a single conversation with external boardmembers or advisors or an extensive trajectory where I hold discussions with the leader and key stakeholders such as management, external advisers, the Board of Directors and family members. This programme is aimed at untangling what is necessary for the succession to run smoothly.