Founding owners of financial advisory firms often spend much of their time focusing on the short-term aspects of running their business, from providing high-quality client service to pursuing client growth. Which means that longer-term projects, such as creating a succession plan to have in place for the firm when the owner retires, may tend to get put on the back burner. And while some founders might assume that finding a successor is similar to filling a job vacancy, in reality, succession planning involves long-term preparation – not just by the firm owner but also by the firm’s successors – to provide a seamless transition of knowledge, skills, and culture to ensure that there is continuity of care for clients and the realization of value for owners.
As a starting point, the succession planning process can begin with creating a clear vision statement that addresses what the firm does, why it exists, what its goals are, and how to measure them, which allows the founder and their successor(s) to create a shared language for the future and a clear path forward. A good vision statement will contain several elements, including a concise summary of the firm’s core purpose, specific components that help clarify the overriding statement (e.g., how the firm defines a deeper level of service), measurable elements (e.g., metrics like revenue, profit, impact, clients, or team size), and a timeline for when the goals should be achieved.
Next, the founder and their successor(s) can work together to create a structured process to guide the operational transition between Generation 1 (G1) and Generation 2 (G2). Key components of this transition include client service oversight, sales oversight, strategy leadership, and financial management. And because discussing these topics can become emotionally charged, particularly when there are differing views, open dialogue between G1 and G2 is required to find alignment and create agreements that support an effective transition.
After creating a transition strategy, determining the value of the practice and the payment structure that G2 will take on is a crucial next step, because it’s important for the value to fairly represent what the company would be worth to an outside buyer while recognizing that the purchase aligns with the founder’s vision and continuity goals. Because there is no single ‘right’ price, structure, or financing mechanism for every firm, getting clear on G1’s financial goals, G2’s ability to finance the deal, and the value of the firm (perhaps with the assistance of an external valuation service) can help ensure that all parties are clear on what the succession will look like and whether it meets their financial needs and risk tolerance.
Finally, combining the founder’s vision, strategy, and economics along with a decision-making process and cadenced schedule of succession check-ins (to foster regular and open communication between G1 and G2) into a written plan that can be updated over time will help ensure that all parties are on the same page when it comes to the structure and timeline of the succession.
Ultimately, the key point is that just as a financial plan helps ensure a client’s near- and long-term goals are met, an effective succession plan can increase the chances that a founding firm owner will reap the financial benefits of selling their firm to the next generation and that their firm will continue to thrive in accordance with their vision for years to come!
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