Look carefully at three critical factors of succession planning

The day-to-day demands of running a business can make it difficult to think about the future. And by “future,” we’re not necessarily talking about how your tax liability will look at year-end or how you might grow the bottom line over the next five years; we’re talking about the future in which you are able to sell your company and reap the wealth generated from all your hard work, or the transfer of this company as part of your succession and estate plan.

Succession planning is an important continual task for every business owner. And it’s never too early to start thinking about three of the most critical factors.

1. The involvement of your family

Among the primary questions you’ll need to answer is whether you want to transfer ownership of the company to a family member or sell it to an unrelated party.

If your children are involved in the business, or there’s another logical successor from within the family, you’ll want to start mentoring this person long before you want to step down. An intrafamily successor should be someone who objectively has the education, training, experience and leadership to enable the future growth of the company. Depending on the process envisioned, it may take years to build relationships, industry expertise, and replace the owner’s intangible contributions.

Also bear in mind that succession planning and estate planning are linked. You’ll want to create a clear, legally defensible ownership transfer plan while you also fund your retirement or next stage of life. In addition, you need an estate plan that equitably divides your wealth among family members who participate in the business and those who don’t.

2. The market for your company

If it appears unlikely that you’ll transfer ownership to a family member, you’ll probably want to sell part or all of your company. The primary questions then become: How can we create value? What is the market for our business? And when should we consider a sell? Our partners will be glad to meet with you and listen to your goals and concerns and discuss these important questions with you.

If mergers and acquisitions are relatively common in your industry, you may have little to worry about. But if companies like yours tend to be a tough sell, you might be in for a long and perhaps frustrating process.

To put yourself in a better position, start developing a list of potential buyers well before you’re ready to depart. These may include current employees, competitors, and private equity firms. Essentially, you need to get a good idea of the “size and shape” of the market or market domain for your company so you can fine tune your succession plan.

3. The structure of the transfer or sale

If you do decide to name a family member as your successor, you’ll need to work with an attorney, CPA and perhaps other advisors to transfer ownership in a legally secure, tax-savvy manner that also accounts for your estate plan.

On the other hand, if you’re going to sell the company (or ownership shares) to someone outside your family, you’ll need to structure the deal carefully. One option is to sell the business to your employees over time via an employee stock ownership plan (ESOP). ESOPs come with many rules and complexities, so be sure to consult an attorney or other relevant advisor to ensure your plans are successful.

Alternatively, you might set up a purchase via an internal buy-sell agreement that stipulates your partners (if you have them) must buy your shares. Or you could sell to one of the potential buyers mentioned above — again, typical parties include competing businesses, perhaps someone you know through networking or private equity firms.

The specifics of stepping down

Granted, these three factors are general in nature. There will be many specifics that your succession plan will need to cover as you get closer to stepping down, including retirement plans and wealth protection and management. The beauty of working with small businesses and their families is no one business is alike.