The INSEAD business school further states that when its researchers investigated family firms in China, mothers would sometimes even decide themselves to stand down from the business. That was their role in preparing inter-generational succession within the firm.
Mothers acting as protector of family
Mothers thus were not involved in discussions about the succession. If there was a risk of family matters turning into domestic quarrels, the two mothers maintained peace within the family. Thanks to this, no professional disagreement became a free-for-all in which family and business matters were intertwined. The result? The generational transfer of power was smooth and family relationships remained intact.
If mothers confine themselves to the family domain and are not doing double duty, they are perceived as neutral and trustworthy and can help preserve family harmony. They must also resist urges from other people to become advocates of their interests.
At another firm, however, the mother remained in a managerial role. Family dynamics kept intruding into the business. The son felt like he was being treated like a child by both mother and father. After a few years of suffering, the family finally abandoned its succession plans.
You need a neutral third person
The conclusion to be drawn is not limited to the Chinese or successions between fathers and sons. The neutral third person could well be the father or any other close family member. It might also be a valued colleague or even an investor. The crucial requirement is to be seen as neutral and trustworthy. The dividing line between professional and personal lives and clashes will then be respected.
-jk-