Family Leadership Strategies

54 agree’ or ‘needs work’ and call out areas of agreement is also desirable. Finally, ultimatums and behavior that backs seniors into a corner are to be avoided. Logical resistance to change Logical constructs (reason-based rationales) may reinforce resistance from a senior – e.g. “I have spent thirty years doing this, you have only spent five”. A successor need to fully understand how the senior makes key decisions, whether he or she is logical, data centric, analytical, or advice/consensus-driven, and align his or her positions (agreements, postures, and negotiations) accordingly. Emotional arguments are to be avoided. Comparable family situations that reflect others’ experience as possible reference points ought to be sought out. Taking the long view and recognizing continuity of values and strategy is desirable. Reluctance from successors While successor resistance may be defined as ‘pushing back’, reluctance is a state of ambiguity. A successor typically does not start the process firmly entrenched in opposition, but neither is he or she aligned with the senior on the need, desire, and plans to move forward with succession. It is yet another point on the process continuum. While it might be assumed that a successor would eagerly await the power and authority that comes with being a leader, this is not always the case. Why? Most cite the pressures of taking on responsibility for the financial health of the extended family, following in the footsteps of successful relatives, community visibility, sibling and cousin conflicts, or the desire to pursue passions that have nothing to do with the family enterprise. The range of responses and concerns often expressed by successors include: • “Am I ready and prepared?” • “How do I measure up to the standards and performance of father, mother, uncle, aunt etc.?” • “Do I have the support of family members and others?” • “Will I have the autonomy I need?”