Let’s ask something.
When the conversation turns into a succession plan, how did you realize that even the strongest promoters, fearless and fighting leaders, disappear? It’s not a negative or dramatic way, but it seems to quietly disappear.
The moment you are talking about the future – not just the future of the company or industry, but also the itself. Their heritage. Their transition. Their next step. And, as you suggest, it may come when you start to seriously think about inheritance, something in it will be closed down.
They smile, nod, they say the right thing. But slowly, the emails are answered with a short nod, the meetings are postponed much later, the phone calls are polite and short, but you miss the depths of them. On their internal coco.
Soon, they are suddenly overwhelmed with a child trying to lead strategy offsite, weddings to attend, fundraising for organisation, auditing to prepare, or a year later on a child about to join the board. Life is now too busy with succession planning.
Don’t make any mistakes. These are not indecisive people. These are the toughest and most troublesome leaders of competitors, debt crisis, court battles, partner exits, business scales, global expansion and market crashes. They built an empire from scratch, navigating the mixed chaos with skill, turning nearby launches into victory. But this one conversation about handing over control makes them deeply unsettling.
Because inheritance is not about fixing external issues in the company. It’s about facing something much more personal.
It means asking questions that cannot be answered to spreadsheets or reports: Who am I without this company? What do my days look like when I’m not in charge anymore? Are I ready to let go and accept decisions I might not agree with? What do I do in my own time? How will my family see me when I retreat?
Most founders or directors of a business family are not trained to address these questions. Their lives are filled with open deadlines, deals and decisions, rather than confronting their sense of identity and purpose.
Inheritance lifts the mirror. It reflects not only your age and stage, but your sense of identity, power and control.
For many promoters, business is more than just a source of income or status. It’s their canvas, their pride, their heritage, their anchor. After decades of tight hugs, letting go feels unnatural.
Inheritance planning is not just a task, it is emotional calculations.
It’s not just about choosing your next CEO. It’s about choosing when and how to leave the center stage. It’s rewriting your own story. How do you want your children to remember your leadership? How should partners and employees move forward with your vision? What would you talk about your transition?
At that moment, even the strongest leaders feel unsure and vulnerable.
So, what do they do? They hide behind busyness. Fill in your days with urgent and familiar tasks. Postpone any uncomfortable conversations.
But here is the difficult truth. Avoiding that will just delay more than planned. It slows dignity.
Because true inheritance is not about giving up. It’s about careful planning. The most important project you will ever lead. Do well, it protects both the future of your company and your legacy.
Many are waiting for a perfect successor. But perfection doesn’t exist. Successors learn and grow. Waiting for ideals only keeps fear alive.
True courage begins early. There are honest talks that build trust and set clear expectations over time. Have you asked your successors about their hopes and fears? Have you talked about what preparation really means? What kind of gaps can coaching and external parties fill?
Inheritance seeks emotional intelligence. It means being humble, conscious and listening. Not only for yourself, but for the next generation who carry torches.
Avoiding inheritance is not just a personal problem, but a business risk. Unclear plans result in confusion, a struggle for power, and a loss of direction that can revoke years of effort. An external inheritance planning advisor can help you remove and clarify emotions.
The next generation is not just waiting on the wings. They have their dreams, their doubts, their struggles. Listening to them is just as important as setting your expectations. Smooth inheritance will enhance their potential while making use of your vision.
Inheritance goes beyond leadership change. It’s about ensuring your values, your family culture, and your business spirit and staying alive ever since you’re separated. Have you thought about how your family guidelines and governance can protect this? Is your structure ready for the future you want?
In India, this path is even more complicated. Family ties, social expectations, traditions and modern pressures all come into play. It requires a new way of thinking about courage, attention, and sometimes leadership and legacy.
So if you notice that you are retreating from this lecture, take a breather. You faced a more intense battle before. I find this difficult because it’s personal. But it’s a battle that only you can take on.
It’s your chance to shape your legacy into your terms, strengthen what comes next, and lead the last through change. It may be the most brave and meaningful act of leadership you have ever done.
Srinath Sridharan is corporate advisor and independent director of the Corporate Committee. He is the author of “Family and Dunda.”
