The Adventures of Lee The SME Owner - 26.
Chapter 26 - Facing The Future
The topic of succession had been looming in the background for some time, but John had wisely held off pressing Lee on it. Succession is a delicate issue, especially when it involves family and a close-knit management team. But with so much progress made in refining the business operations, branding, and growth strategies, it was time to tackle the elephant in the room.
John knew how to handle the situation with care. Instead of bringing it up in the office, he suggested an off-site day—a chance to step away from the daily grind and think about the bigger picture. They headed out to a quiet spot, away from the distractions, and spent the day discussing the future.
The Painful Truths
It didn’t take long for Lee to open up about what had been on his mind.
“John, I’ve been thinking about this for a while,” Lee admitted as they sat over coffee. “My management team—they’ve come a long way, and I’m proud of them, but none of them have the full package. I’ve been hoping one of them might step up, but the truth is, they’re not quite there.”
John nodded, letting Lee get it out.
“And then there’s Glenn,” Lee said, his voice quieter now. “It’s hard to admit, but he’s not the right person to take over. I’ve been hanging on to the idea that maybe, one day, he’d be ready. But I know it’s not fair. It’s not fair to him, and it’s not fair to the business. Setting him up to fail—well, that’s not what I want for either of us.”
John leaned forward, his tone gentle but firm. “It takes guts to admit that, Lee. A lot of business owners hold on to the dream of passing it down to their kids, even when they know deep down it’s not right. But acknowledging it now means we can take steps to find the right solution.”
Lee nodded, feeling the weight lift a little from his shoulders. “I guess it’s time to stop avoiding the hard truths.”
The Alternative Approach
With the situation laid bare, John offered an alternative. “You’ve built something special here, and it’s important that the next leader has what it takes to carry that forward. What if, instead of forcing a solution from within, you bring in someone from outside? Someone young, capable, and ready for their step up into general management.”
Lee looked intrigued but wary. “You think someone from outside would be the answer?”
“Think of it this way,” John said. “You’re not leaving tomorrow. The plan isn’t to bring someone in and then walk out the door. You recruit someone with the right potential, and you work side by side with them. You mentor them, show them the ropes, but gradually step back. By the time you’re ready to exit, they’re already running the show. And you can be confident they’re ready.”
Lee mulled it over. “But how do I make sure they’re the right fit? And what about the team? How would they handle someone new coming in?”
John smiled. “That’s why we’re not rushing this. Through your HR connections, we’ll find someone with the right skills and the right attitude. Someone who fits your company culture but can also bring fresh ideas and leadership. And as for the team, they’ll see that this is part of the bigger plan. If we do this right, it’ll be a gradual transition. You’re not abandoning ship—you’re steering it with them until the new captain is ready to take over.”
The Plan
Together, they began to outline the next steps:
Recruitment: The first step was finding the right person. Through Lee’s HR connections and John’s network, they would search for someone who had the skills, ambition, and leadership potential to grow into the role. This wasn’t about finding someone perfect right away—it was about finding someone who could be developed.
Side-by-Side Leadership: For the first six months, Lee would work closely with the new recruit. They would handle decisions together, allowing the new general manager to learn the ropes with Lee’s guidance. This would give the new leader time to understand the business, the team, and the clients without the pressure of taking over immediately.
Gradual Transition: After the first six months, Lee would begin to step back, testing the new person’s ability to lead independently. He would be available remotely and offer advice but would start letting go of day-to-day decision-making. By the twelve-month mark, Lee would be almost invisible, only stepping in when needed.
Final Transition: After the year-long transition, Lee would step back entirely, with the new general manager fully running the business. Lee would still be available as a consultant if needed, but the business would be able to function without him.
The Road Ahead
The plan made sense. Lee could ease out of the business without risking a leadership vacuum, and the new person would have plenty of time to prove themselves under Lee’s mentorship. It also meant that when the time came to put the business on the market, it wouldn’t be dependent on Lee’s presence. Buyers would see a stable, well-led company, ready for growth.
“I’ll admit, it’s a bit daunting,” Lee said, leaning back in his chair. “But it feels right. The business needs someone who can take it forward, and I need to know that when I step away, it’s in good hands.”
John smiled. “That’s the beauty of this plan. You don’t need to rush. You get to choose the right person and build them up. And when the time comes, you’ll be confident that they’re ready.”
Lee nodded, feeling a sense of clarity. It wasn’t going to be easy, but it was the right move. He wasn’t just preparing the business for a sale—he was preparing it for a future that could thrive without him.
The road ahead was clearer now, and for the first time, Lee felt ready to take the next step.