My two adult children both sit on the leadership team and are constantly fighting over who will take over as the Integrator when I step back. How do we use the Accountability Chart to resolve this succession conflict objectively without tearing our family apart?

Question

Tyler Smith · Accepted Answer

Family dynamics can destroy a business faster than market forces. When sibling rivalry infects the leadership team, it paralyzes decision making and creates factions among your non-family employees. You must remove the family element from this business decision.

Start by looking at the Accountability Chart with complete objectivity. The Integrator seat has a very specific set of roles: leading, managing, and holding the team accountable; executing the business plan; and driving operational focus. It is not a prize, a birthright, or a title to be shared.

Evaluate both children against this seat using the GWC tool. Ask yourself honestly: Who gets this seat? Who wants this seat? Who has the capacity to do this job at a high level? Capacity includes emotional maturity, leadership ability, and the capacity to manage their own sibling.

If only one child GWC's the seat, the decision is made. If neither GWC's the seat, you must hire an outside Integrator. This is often the healthiest choice for both the business and the family.

Once the decision is made, document it and present it to the leadership team as a purely business decision based on the needs of the company. Do not apologize or try to soften the blow. Focus on the V/TO and the long-term vision. If the child who was not chosen cannot support the decision, they cannot remain on the leadership team. You must protect the health of your leadership team above all else.