Ten Deadly Succession Planning Mistakes To Avoid, According To Your Strategic Thinking Business Coach
Ten Deadly Succession Planning Mistakes To Avoid, According To Your Strategic Thinking Business Coach
The rapidly changing demographics in the workplace prove that there is a real challenge to find talent for leadership roles. Companies that are able to respond proactively with strategically developed and implemented effective leadership succession plans are in a superior position in the marketplace and global economies. Your Strategic Thinking Business Coach offers the following list of ten (10) deadly succession planning mistakes that small businesses make and that you should avoid. The ten (10) deadly mistakes are:
Deadly Mistake #1: Develop a succession plan without any strategic plans. A succession plan will define a company’s business heirs, but that is only part of what is really needed. The other question beyond “WHO?” is the question of “WHAT?” will they inherit? The absence of a strategic plan will mean there are no vision, no mission, no set of core values, and no goals and strategic action plan. It is critical for current business owners to spend time planning for the future. Every business needs strategic plans to increase its viability and its market value.
Deadly Mistake #2: Fail to develop clearly focused and defined goals. If businesses do not have clearly defined and measurable goals, then they are unlikely to achieve successful succession planning. A major goal of succession planning should be to address issues relating to when is it time to sell or transfer power, what will the current owners do after the transfer, what percentage of the purchase price can be financed, what would define a great buyer for the future of the business, and what tax implications need to be considered. All these issues remind us of why so many business owners become overwhelmed and scared to think about succession planning when these key issues have not been addressed.
Deadly Mistake #3: Delay the initiation of work on the succession planning. There are a variety of reasons firms procrastinate about developing succession plans: they will say there are too many pressing matters at hand; they get depressed thinking the subject of succession planning; there is plenty of time; and the current owners will be around for a long time. It does amaze me that most small and medium-sized businesses fail to appreciate that accidents can and do happen to business owners and that is when the succession plans really pay dividends.
Deadly Mistake #4: Fail to strategically develop a market for the business. Too many small and medium-sized business owners operate under the myth that when it comes time to exit their business, they will simply sell the business, and retire with a bundle of cash. Unfortunately that is more of a myth than a reality. It is a reality that thousands of business is listed for sale each year, and there are no buyers for those businesses. Why? Basically because there is no demand and therefore current business owners need to market their businesses and “create demand” for owning the business. Otherwise, they probably will not have any choice in selecting successors or a new management team.
Deadly Mistake #5: Fail to obtain a professional independent valuation of the business. It will be hard to attract good buyers or successors unless there is agreement on a realistic value of the business. Too many times business owners are shocked that the business they have developed and the capital they have acquired is valued much less in the market than they personally value it. Another important thing to remember is that the value of the business may also depend on external factors beyond the control of the current owners, and contingency business valuations also may be required.
Deadly Mistake #6: Don’t tell the staff about your succession plans. Keep your succession plans a secret. When the staff is left in “the dark” as to who will be the successor in running the business, it creates the impression that there is no succession plan and there is real concern about how the business will continue past the current owners. And another negative result could be that the new owners will be treated with suspicion. A significant missed opportunity could result from keeping the succession plans secret since it will hinder existing managers and employees from identifying themselves as possible successors. And without a firm commitment or expectation about the future, key personnel could decide to leave the business.
Deadly Mistake #7: Commit to sell the business to an insider who does not have the needed funding to purchase the business. For sentimental reasons, many business owners prefer to sell their business to a trusted employee who has been with the firm for years. But, in reality, too many times these employees have little funding to acquire a business. If that is the case, then the current owner must develop some form of a deferred compensation plan or other alternative.
Deadly Mistake #8: Fail to train your chosen successor. Many small businesses forget to realize that the new owners must possess or obtain very critical skills and experience to successfully run the business they are buying. If key skills and responsibilities are missing from the background of a likely internal successor, then a part of your succession planning needs to be developed with the goal to train and develop that successor into a better and more qualified person. A specific and customized training program should be developed after completing an assessment of the successor’s needed skills and identifying what specific training is needed.
Deadly Mistake #9: Fail to review, revise and update your succession plan.
Some businesses make the mistake of believing that after a succession plan is written, there is allegedly no need to revise it. This is a major mistake since succession planning is a dynamic process that involves training, hiring, internal development, and external marketing. Succession plans must remain current and relevant and they need to be periodically updated and revised to address changes in the market place that the business is currently facing and will face in the future.
Deadly Mistake #10: Develop a succession plan without considering the “What Ifs?” and not ensuring the necessary protection for all parties concerned. The succession plan needs to have contingencies.
Your Strategic Thinking Business Coach encourages you to develop a succession plan without making any of the above mistakes. If you would like to learn more about how a strategic thinking business coach can facilitate and guide you in that endeavor, please contact Glenn Ebersole today through his website at www.businesscoach4u.com or by email at jgecoach@aol.com
Ten Deadly Succession Planning Mistakes To Avoid According To Your Strategic Thinking Business Coach - To learn more about this author, visit Glenn Ebersole's Website.
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Your Strategic Thinking Business Coach strongly recommends that all business owners (especially small business owners) develop succession plans. And to develop them now, rather than later. Succession planning is very important to the long-term success of any company. Leadership transitions in business affect the entire organization’s continuity, employee retention, client retention and returns on investment. It is essential to create and implement a process that creates visibility, accountability and greater integration of all facets of the business.
The rapidly changing demographics in the workplace prove that there is a real challenge to find talent for leadership roles. Companies that are able to respond proactively with strategically developed and implemented effective leadership succession plans are in a superior position in the marketplace and global economies. Your Strategic Thinking Business Coach offers the following list of ten (10) deadly succession planning mistakes that small businesses make and that you should avoid. The ten (10) deadly mistakes are:
Deadly Mistake #1: Develop a succession plan without any strategic plans. A succession plan will define a company’s business heirs, but that is only part of what is really needed. The other question beyond “WHO?” is the question of “WHAT?” will they inherit? The absence of a strategic plan will mean there are no vision, no mission, no set of core values, and no goals and strategic action plan. It is critical for current business owners to spend time planning for the future. Every business needs strategic plans to increase its viability and its market value.
Deadly Mistake #2: Fail to develop clearly focused and defined goals. If businesses do not have clearly defined and measurable goals, then they are unlikely to achieve successful succession planning. A major goal of succession planning should be to address issues relating to when is it time to sell or transfer power, what will the current owners do after the transfer, what percentage of the purchase price can be financed, what would define a great buyer for the future of the business, and what tax implications need to be considered. All these issues remind us of why so many business owners become overwhelmed and scared to think about succession planning when these key issues have not been addressed.
Deadly Mistake #3: Delay the initiation of work on the succession planning. There are a variety of reasons firms procrastinate about developing succession plans: they will say there are too many pressing matters at hand; they get depressed thinking the subject of succession planning; there is plenty of time; and the current owners will be around for a long time. It does amaze me that most small and medium-sized businesses fail to appreciate that accidents can and do happen to business owners and that is when the succession plans really pay dividends.
Deadly Mistake #4: Fail to strategically develop a market for the business. Too many small and medium-sized business owners operate under the myth that when it comes time to exit their business, they will simply sell the business, and retire with a bundle of cash. Unfortunately that is more of a myth than a reality. It is a reality that thousands of business is listed for sale each year, and there are no buyers for those businesses. Why? Basically because there is no demand and therefore current business owners need to market their businesses and “create demand” for owning the business. Otherwise, they probably will not have any choice in selecting successors or a new management team.
Deadly Mistake #5: Fail to obtain a professional independent valuation of the business. It will be hard to attract good buyers or successors unless there is agreement on a realistic value of the business. Too many times business owners are shocked that the business they have developed and the capital they have acquired is valued much less in the market than they personally value it. Another important thing to remember is that the value of the business may also depend on external factors beyond the control of the current owners, and contingency business valuations also may be required.
Deadly Mistake #6: Don’t tell the staff about your succession plans. Keep your succession plans a secret. When the staff is left in “the dark” as to who will be the successor in running the business, it creates the impression that there is no succession plan and there is real concern about how the business will continue past the current owners. And another negative result could be that the new owners will be treated with suspicion. A significant missed opportunity could result from keeping the succession plans secret since it will hinder existing managers and employees from identifying themselves as possible successors. And without a firm commitment or expectation about the future, key personnel could decide to leave the business.
Deadly Mistake #7: Commit to sell the business to an insider who does not have the needed funding to purchase the business. For sentimental reasons, many business owners prefer to sell their business to a trusted employee who has been with the firm for years. But, in reality, too many times these employees have little funding to acquire a business. If that is the case, then the current owner must develop some form of a deferred compensation plan or other alternative.
Deadly Mistake #8: Fail to train your chosen successor. Many small businesses forget to realize that the new owners must possess or obtain very critical skills and experience to successfully run the business they are buying. If key skills and responsibilities are missing from the background of a likely internal successor, then a part of your succession planning needs to be developed with the goal to train and develop that successor into a better and more qualified person. A specific and customized training program should be developed after completing an assessment of the successor’s needed skills and identifying what specific training is needed.
Deadly Mistake #9: Fail to review, revise and update your succession plan.
Some businesses make the mistake of believing that after a succession plan is written, there is allegedly no need to revise it. This is a major mistake since succession planning is a dynamic process that involves training, hiring, internal development, and external marketing. Succession plans must remain current and relevant and they need to be periodically updated and revised to address changes in the market place that the business is currently facing and will face in the future.
Deadly Mistake #10: Develop a succession plan without considering the “What Ifs?” and not ensuring the necessary protection for all parties concerned. The succession plan needs to have contingencies.
Your Strategic Thinking Business Coach encourages you to develop a succession plan without making any of the above mistakes. If you would like to learn more about how a strategic thinking business coach can facilitate and guide you in that endeavor, please contact Glenn Ebersole today through his website at www.businesscoach4u.com or by email at jgecoach@aol.com
Ten Deadly Succession Planning Mistakes To Avoid According To Your Strategic Thinking Business Coach - To learn more about this author, visit Glenn Ebersole's Website.
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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David BarrDavid Barr is the President of Venture Opportunities, Inc. David has been a professional business broker/intermediary since 1980 focusing on General Business Brokerage and Mergers and Acquisitions representing client transaction value from $400,000 to $20,000,000. Mr. Barr has handled the sale of over four hundred and fifty companies. David earned a university degree from the State University of New York majoring in economics and business. David holds the Mergers and Acquisition Master Intermediary and the Certified Business Intermediary designations from the International Business Brokers Association. He is also a Senior Business Analyst and a Texas licensed Real Estate Agent. For more information about David and Venture Opportunities, visit www.bizdealmaker.com. - Visit David Barr's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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