This post is part of a series in which Russ Haworth and the team at Family Business Partnership highlight the themes they see most often when working with family businesses. Not unusual or complicated ones, just the common, everyday challenges that arise as families change and grow. The aim is simple: to help families recognise what they are experiencing, feel less alone in it, and understand that there are practical ways through.

This Topic: Succession Planning (or the term we prefer Navigating Transition)

At its simplest, succession planning is the process of preparing for the transfer of leadership, ownership, and management of a family business from one generation to the next. It is about making sure that when change comes, the family is ready for it and the business can continue to thrive through it.

In practice, it is rarely that simple. One of the phrases I hear most often from families I work with is this: “We know it’s coming. We just can’t seem to make any progress.”

There is usually an awareness that change is on the horizon, but things stall. People get caught up in the day-to-day and conversations get avoided. Not because succession is unimportant, but because it feels sensitive. There is often a quiet worry about opening something up that could lead to disagreement or conflict.

I understand why. After over a decade working with family businesses, I have seen how much is at stake in these conversations, not just commercially, but personally. This is not just a business challenge. It is a deeply human one.

And you are not alone. Research by PwC found that 43% of family businesses have no succession plan at all, and of those that do, only 23% have it documented. If you have been putting this off, that is not a failure. It is a very normal response to a genuinely complex situation.

A word about language

I tend to use the word transition rather than succession. Succession implies a single moment, a handover point, but in reality what I see is something far more gradual. Roles shift, responsibility moves, and one generation steps back while another steps forward, often unevenly and over a much longer period than anyone expected.

When I talk about generational transition, I mean the transfer of leadership, management, and ownership from one generation to the next. These are three distinct things, and one of the most important pieces of advice I give families is to treat them separately rather than bundling everything into one overwhelming conversation.

What makes it hard

Families often approach succession as a business problem, looking for frameworks and plans. Those things have their place, but the families who struggle most are the ones who focus only on the technical side and avoid the human side altogether.

For the senior generation, stepping back means stepping away from something built over many years. The business is often bound up with identity, purpose, and standing, and letting go is not simply a practical shift. It can feel like losing a part of themselves, and that deserves to be acknowledged rather than rushed past.

For the next generation, it is about stepping into something that already exists, with all the history and expectation that comes with it. Finding your own voice within that takes time, confidence, and the room to learn and to make mistakes. That is not a sign someone is not ready. It is how readiness is built.

Both sides require adjustment, and the families who navigate it best are the ones who stay curious and open with each other, even when the conversations are uncomfortable.

Where to begin

Here is what I tell families who feel stuck and do not know where to start.

Start early. The best time to plant a tree was twenty years ago, and the second best time is now. Starting early gives you choice and control. If you wait, events will eventually force these decisions on you, and making high-stakes decisions under pressure rarely leads to the best outcomes. I have worked with families who began the conversation years before any formal transition, and with families who were forced into it overnight by illness or crisis. The difference in experience is enormous, and it is why I always encourage families to start earlier than feels necessary.

Separate the elements. Ownership, management, and leadership are connected, but they do not have to be resolved in the same conversation. Breaking them into separate strands makes the process far less overwhelming and far more likely to produce decisions everyone can commit to.

Look at your governance. If your family already has shared agreements around ownership or roles, those become a guide when succession conversations begin. If not, now is a good time to start. The families who find these conversations easiest are usually the ones who have already documented what they believe and what they expect of each other.

Approach it with an open mind. The assumptions people carry into succession conversations are often what gets in the way. Leaving them at the door and genuinely listening to each other changes what becomes possible.

Create the right environment. Honest conversations do not always happen naturally within families. Sometimes they need structure, and sometimes they need the help of someone independent. When people feel safe enough to speak openly, the quality of thinking and decision-making changes entirely.

A good place to start

If any of this resonates, the simplest first step is to take our short Family Business Assessment. It takes around five minutes, it is free, and there is no obligation attached. It is simply a way to begin reflecting on where your family is right now, something you can do quietly on your own before deciding whether to take any further steps.

Clarity before change. Sometimes a few minutes of honest reflection is all it takes to get things moving.

If you would like more of our insights on Succession Planning check out this Family Business podcast on the topic.

Russ Haworth is the Founder of Family Business Partnership. He works with family businesses across the UK and internationally, supporting families to navigate the challenges of being in business together.