Founder perspective
Family firms find me — seven or eight in ten talk succession. First generation built the firm; second cannot hold — often not capability, org pits unfilled.
Pit 1: Name changed, authority did not
Chairman title updated; big and small still go to the founder. Who owns what, who reports to whom stays fuzzy. Broken process — everyone routes back to generation one.
First job is not a rally — authority map. Who owns which business result, finance and HR aligned definitions, goal tree signed. Scorecard before alignment — rebuild later.
Pit 2: Veteran knots — new team cannot stand
Almost every private firm has veterans: capable, merited, yet knotted with the owner for years. Force them — friction. Respect and place — advisor, non-core projects; core stage to driven leaders in their thirties and forties.
Treat veterans well — that is your confidence to promote newcomers. Title is responsibility, not face. Sixty staff, thirty “managers” — mostly honorifics; benchmarks fail, goals vanish.
Pit 3: Reviews still bind to first-gen relationships
Cadre review must tie to business results, not owner relationships alone. Cup KPI — BU heads own P&L; internal customer metrics close the chain — less owner coordination.
Second-gen succession: external shock destroys; internal proactive change renews. Align strategy, then mechanism — trial, bonus linkage, staged acceptance. Org straight — first gen exits at ease, second gen holds steady.
See key-post coaching · org harder than strategy
Liu Xinzhen · NDU MSc · ICMC-certified consultant ｜ XieChunQiu · Shenzhen
20+ years · 600+ clients · 200+ listed companies · 80%+ repeat or referral
