Generational succession

 

Generational succession in family businesses is one of my specialties as a trusted advisor. In fact, it is a service that I particularly enjoy because it involves several of the professional practices that I have developed throughout my career. Above all, I am drawn to it because it is an invitation to exemplary leadership. Any generational transition is and always will be the focus of attention for the entire organization, so it is very important to carry it out in an orderly, efficient, and healthy manner, so that it is an unequivocal example of collaborative, honest, and inspiring leadership.

For me, generational change is much more than a transfer of functions, and to ensure that it is carried out efficiently and respectfully, I offer a protocol of proven steps and coaching sessions to accompany the process with individual feedback sessions. I am aware that the high level of emotion involved in this type of change process often hinders its smooth running, as do inherent family roles and generational prejudices. That is why I position myself as an external figure who acts as a bridge between generations, between languages, between ways of understanding the company and projecting its future.

I create a neutral space where I bring both parties together so they can have conversations free from hierarchies, heightened emotions, mistrust, and resistance to change. In that same safe space, where I act as a mediator and conciliator, companies are able to overcome the generational gap and look to the future, based on something as solid as agreement and family peace.