Intent & timeline — question 01 of 10
Is there a written succession intent — what happens, roughly when?
Even one page. In writing changes everything.
It's never been discussed It's discussed; nothing written A rough intent exists on paper Written intent with a working timeline
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Intent & timeline — question 02 of 10
Has the family actually had the conversation — all of it, together?
Not hints at Sunday lunch. The structured version.
Avoided, honestly Hinted at, one-to-one Discussed once, then parked A standing family conversation, revisited
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The next generation — question 03 of 10
Has the successor's capability been honestly assessed?
Against the job's needs — not against affection or birthright.
No successor is identified Assumed, never assessed Assessed informally by family Assessed against the role, with outside input
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The next generation — question 04 of 10
Is the next generation being deliberately developed?
External experience, real P&L exposure, honest feedback.
No development plan Learning by being around Growing inside the business only Structured plan, including outside experience
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Ownership & fairness — question 05 of 10
Are the ownership mechanics worked out — shares, structure, tax?
The legal and tax machinery of actually handing over.
Not started Aware it's complex; no advice yet Initial advice taken Structured plan with professional advice, reviewed
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Ownership & fairness — question 06 of 10
Has fairness across the family been addressed — active and passive members?
The question that quietly breaks families when skipped.
Not discussed Privately worried about Discussed; no agreed approach An agreed approach, understood by everyone
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Business independence — question 07 of 10
Could the business run a year without the founder?
Management depth — the succession question behind the question.
Honestly, no Months, with strain Mostly — a few founder-only areas Yes — and it's been informally tested
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Business independence — question 08 of 10
Do key relationships belong to the business or the founder?
Customers, bank, key suppliers — whose names do they know?
They're all the founder's Mostly the founder's Shared, by design, in places Institutionalised — the business owns them
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Governance — question 09 of 10
Is there any family governance — a charter, a council, agreed rules?
A forum where family and business issues separate.
None Informal family chats A regular family meeting, no rules A charter or council that actually operates
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Governance — question 10 of 10
Is there an independent voice on or around the board?
Succession's most valuable referee is someone with no surname at stake.
No — family only Trusted advisers, informally An advisory presence An independent NED or chair, active
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Succession readiness — your profile
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Ref — — Self-assessment · 10 questions · 5 pillars
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A note on honesty. Succession is the most personal subject in business, and ten questions can't hold a family's history — but they can show which conversations haven't happened yet. Self-assessment flatters; the gap between your answers and another family member's answers is often the truest result this tool produces.
01 Five pillars Intent, next generation, ownership, independence, governance — the frame succession advisers actually use.
02 Private by design Nothing leaves your browser unless you choose to send it. Honest answers need a safe room.
03 Compare answers The sharpest use: two family members take it separately, then compare. The gap is the agenda.
04 A referee, if needed An independent chair gives the hard conversations a neutral home — often the single highest-leverage move.
