Transition:	G3 to G4
Context:	Family Real Estate Investment Business
Brief:	Family members reliant on business income.  G3 nearing retirement and family was skeptical about CEO’s plans for succession given the high stakes involved.
Challenge:	There had been growing conflict between G3 brothers in the business. The chosen successor is young and inexperienced.  The majority of family members are not convinced he is the right person and are concerned about his future role. G4 is not interested in the business, but many in this generation rely on its income
Bright spots:	G3 has been engaged with each other and the business for some time and can keep a big picture in view.   G4 successor is committed and eager to learn.  There are few substantial financial pressures on the business.
Gathering:	Stage 1 assessment meeting followed by a Stage 2 family gathering to level set the family as well as refine and align around a family succession plan
Meeting Design:	The assessment process helped to educate the family as to transition pitfalls, made observations about family dynamics, advocated measured action that had broad family buy-in.  Family committed to “guardrails” on development of successor with evaluation points and ongoing training. The family meeting was designed to educate G4 as to the nature of the business (day 1) and engage in family dialog about the future (Day 2).  On day 2 the family engaged in an exploration of alternative succession approaches and frank discussion about fears associated with the transition.  The conversation shifted to a discussion of possible strategies for addressing the fears and structures that would give the family confidence that the succession plan was sound and on track.  The gathering was helpful in surfacing tensions and beginning to find paths towards resolution by buying time to develop the successor and a solid governance structure.
Results:	The assessment resulted in marked decreases of tension in the family by creating a pathway of measured progress.  The family created agreements about the succession plan, set performance benchmarks, established a board and is in the process of securing outside directors and creating a committee to oversee progress on the succession. The successor is on a path of personal and professional development that has benchmarks and accountabilities to the CEO and the Board. While the family continues to have srtong opinions about succession, there is a marked decrease in anxiety.