Training & Grooming Successors in Family Company
Introduction
This practical training program is designed with:
- 16 hours training
- 03 months one-on-one coaching
How you will benefit
- Understand the critical importance of succession planning in family businesses.
- Identify and assess potential successors within the family and outside.
- Develop and implement comprehensive training and development programs for potential successors.
- Create opportunities for mentorship, coaching, and on-the-job training.
- Address the challenges of transitioning leadership within the family.
- Foster a culture of learning and development within the family business.
- Ensure a smooth and successful transition of leadership to the next generation.
Who should attend
Families in Business: From Generation to Generation is intended for teams of business family members, such as:
- A chief executive officer [or top family business leader(s)] and his or her spouse
- Children of the business leader(s) and their spouses
- Siblings and their spouses/partners
- Cousins and their spouses/partners
These family members might be:
- A manager or an employee
- A board member
- A shareholder
- An interested relative, who may be an in-law
What you will cover
- The family dramas of succession and inheritance
- How to prepare your family for the succession process
- Education is key to succession preparedness
- Succession logistics are not the main focus
- Financial implications for family business transition
- Avoid the pitfalls of trust planning
- Non-financial challenges for successors and stakeholders
- Facing reality prevents nightmare scenarios
- Leadership development and succession execution
- Creating a plan for succession in the event of an emergency
- Making the right choice for a family successor
- Don't pin all your hopes on one family successor
- Family business daughters' leadership potential
- Can a non-family successor add value to your business?
- What if the successor isn't working out?
- The secrets of successful family business successors
- Don't take the easy way out
- Family enterprise leaders need extra social skills
- Making the leap from doer to leader
- Success without outside experience
- Seniors and successors working together
- Negotiating a rise to the top
- Selling the business to the successors
- Seniors: Proceed cautiously when advising successors
- When the successors don't take charge
- Managing the relationship with shareholders
- Sibling partnerships involve insight and foresight
- Shared power: Look out for landmines
- Blood is not enough
- Cousin collaborations require a change in board design
- The challenges of a large shareholder group
- Keeping titles in their proper perspective
- Leading the family
Schedule
New York
$6,000
12-Week, 06 Jun 2025
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