1. Reaching Beyond the Family Sometimes a Wise Move
For Joanne and Scott Ulnick, the wife-and-husband team at the top of Troy, Michigan-based Ducker Worldwide, growing the business doesn't mean staffing the shop with family members.
Succession planning can be difficult when a family business is involved. Here are some best practices that can help.
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Encourage members of the younger generation to earn their stripes outside the
family business. This can help build confidence in the younger generation—and in
the workers the younger generation is expected to manage.
}Use an outside advisory board or board of directors made up of nonfamily
members. The best boards include successful businesspeople or financial experts
who can give impartial advice.
}Don’t underestimate the value of family members who aren’t active in the
business in easing transitions or integrating younger family members into the
business. Social engineering can be an important part of creating a functional
family and business unit.
}Consider drafting a family charter. Setting ground rules during a calm spell can
provide a touchstone when things get hectic. It also can help family and
nonfamily employees feel they’ve been treated fairly.
}Consider nonfamily employees—ringing in the younger generation shouldn’t be
done in a way that will alienate long-term senior employees.
Sources: Alan S. Schwartz, vice chairman of the board of
directors and partner at Detroit-based Honigman Miller Schwartz and Cohn; and
Phil Bahr, managing principal of Troy, Michigan-based CPA firm The Rehmann Group
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