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Development And Succession Planning

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If you run a growing or established small business you may have thought about setting up a corporate structure. Setting up a corporate entity may be the obvious choice for a successful small business, but you may have some reticence when it comes to taking action. In the past incorporating a business involved a lot of paperwork, along with extensive legal counsel. Fortunately, this isn't such a big hurdle this day in age. Like a lot of things, the advent of the Internet has made incorporating easier than you may think.



There are incorporating services available online that makes setting up corporate structure easier than ever. The way it was done in the old days, was that if you wanted to incorporate you would go to an expensive attorney that specialized in incorporating. They would handle all the legalities, the paperwork, and get you incorporated. This took care of all the necessities of incorporating your small business. The only problem is that they come at a cost, a big cost. It was not unusual at all to see attorneys charging tens of thousands of dollars for these types of services. Fortunately, it doesn't have to be that way, thanks to many online incorporating services. These services provide you with all the necessary paperwork and filings that needs to be completed, in order to setup your corporate structure. Essentially, incorporating is just a matter of filling out the correct forms. It does not take an eight-year degree to follow simple process of filling out necessary forms. Incorporating services do this for you. They provide you with the information that's necessary, and you fill out the forms. The advantage here, of course, is that this comes at a substantial discount to hiring an attorney. If you want to save even more money, there are even books and software available that will help you through the process.

Following the legal methods that are required to set up a corporation is really the simplest step in incorporating. If you decide to finally incorporate your small business, you must decide which corporate entity is best suited for you. There are three popular corporate entities, the C Corporation, the S Corporation, and the limited liability company or LLC. They all have particular benefits that may or may not be suited to your business needs. A C Corporation, for example is the most comprehensive corporate structure, but it comes with its drawbacks. Because the C Corporation is the most comprehensive, it comes with higher costs and more administration. That's why setting up a C Corporation is best suited for larger scale businesses. The S. Corporation offers less cost, and less administration, but may not offer all the bells and whistles. It is a great entity for those trying to reduce their Social Security taxation. The LLC is the easiest corporate structure to set up. It offers the best liability protection of all of the above, without many of the headaches that come from administration. For obvious reasons, it is recommended that you look at all the pros and cons of going with these entities before deciding on your incorporating services. Each individual's business is different, they have different requirements. One corporate structure may be great for one individual's business, though it may not be so good for another's. Once you choose between an LLC, S Corp, or C Corp the difficult part is completed. All that remains is finding quality incorporating services that will get your corporate structure set up.

Naturally, if you've already set up your Corporation, or business and are at the later stages of business, the importance of succession planning, should be stressed. It's not at all unusual for the savviest of business owners to spend a career building great businesses. What's equally not at all unusual is for those very same owners not to practice appropriate succession planning. For many, succession planning is a simple process of choosing or finding someone to replace their business. What they don't commonly think about is that there very involvement in the business is often responsible for the businesses success. When this is the case, successful succession planning is a must. The new business owner should be gradually implemented in the business. This means meeting all clients, understanding their needs and quirks. This is not something that can be adapted overnight, it takes time.

In addition to introducing new ownership through proper succession planning, there are other factors as well. For one, you'd like to transfer a business with as minimal taxation as possible. Thus the business sales should be structured in a way that you'll end up with the most profit. This may involve structuring the sale via stock or other methods. It's not always a good idea to take one large lump sum. This can be true for both tax purposes, as well as new ownership. Structuring a sale through a type of earn out provision is often the fairest strategy for both the buyer and the seller. Proper succession planning will not only mean a successful sale, but a successful purchase, resulting in a win-win for all involved.
Development And Succession Planning
I am often hired to coach someone who has moved from a technical role to one of leadership. When I use the term "technical" I mean in the broadest sense of a functional expert, whether it be in the field of technology, accounting, legal, sales or other specialised role. The call from the HR Department usually comes after the event, when things have started to go wrong.

So why do so many companies promote people into leadership roles who are unprepared for leading a team? Is it simply that there is no formal succession plan? Not at all. An individual may be earmarked for promotion for what on the surface appear good, logical reasons. He or she has received consistently good performance appraisals, feedback from colleagues is positive on their expertise in the job and they regularly meet or exceed their KPIs. All the right reasons for a well deserved promotion, one might think.

It seems quite logical to promote someone who is an expert in their field to head up a functional team. Surely a team with an expert at the head can only benefit from that wisdom and experience. The team will consider themselves lucky to have someone as their boss whose technical skills are highly regarded, won't they?

Promotions of technical experts without proper preparation for the challenges of leadership often result in a demotivated team, lower performance, intra team conflicts and inter departmental tensions. The reason is simple, the individual has not recognised or been taught the difference between functional excellence and leadership. Functional excellence is usually measured by results evidenced by hard facts and data, e.g. an IT network that works first time, a set of accounts that are true and accurate, a contract that withstands close scrutiny or the achievement of a sales target. Leadership excellence is ultimately measured in the same way but the individual who has been used to achieving results through their own skills and ability suddenly has to achieve them through a medium that is unpredictable and sometimes fickle, i.e. other human beings.

Typical things that go wrong when a functional expert is thrust unprepared into a leadership position are:

Delegation: Functional experts have great trouble in delegating tasks they believe they could do better themselves. They may indeed delegate but then frustrate their team members by constantly dabbling in the delegated task and criticising the team's efforts. If this pattern is left unchecked team members will not waste time trying to do their best if they know the boss will end up doing it for them anyway. Plus it serves to stifle the development and creativity of team members.

Strategic Vision: Functional experts will often fail to see the bigger picture. They have spent their career focusing on one aspect of the business and may not have taken the trouble nor been encouraged to think about the organisation's wider vision and purpose. Worse still, because they continue to focus on the technical aspects of their field, they are unequipped to effectively communicate the organisation's vision and higher aspirations. If the team can't see where they are going or why, then how can we expect them to commit to the journey?

System Thinking: Because they are not looking at the bigger picture and tend to be parochial in their view of their role and that of their team, they often fail to spot the impact of decisions and communications on other departments. Decisions and actions can sometimes be inwardly focused on their own team and the protection of their functional territory. This can spark inter-departmental conflict and be the trigger point for energy sapping political battles.

Communication: In most leadership coaching assignments, communication skills, both verbal and written are often areas that need attention. In the case of a functional expert, especially if they are in a deeply technical field more used to dealing with numbers and data, the problem can be more pronounced. Issues range from communication style, sometimes abrupt and only enough to communicate essential facts and data, through to a complete EQ failure. Some just fail to recognise the need to create rapport with the team and other departments and worse still, do not acknowledge that team morale and motivation is their responsibility.

So how can organisations avoid falling into the trap of failed leadership promotions? First, recognise that a technical expert does not necessarily make a good leader. Second, if a succession plan is in place, start measuring high potentials in terms of leadership ability, not purely functional expertise and results. A training needs analysis must be done well in advance of promotion to prepare the individual to take on leadership responsibility. Such training is likely to include soft skills and self awareness exercises such as an MBTI assessment, coupled with professional coaching. But most of all there needs to be a mind-set change on the part of the aspiring leader from one of focus on details and data to one of focus on the team, their development and above all their motivation. Once that is achieved, positive results will come.
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About Author
Both Timothy Simmons & Dennis Heath are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

Timothy Simmons has sinced written about articles on various topics from 401K, Succession Planning and 401K. If you're looking for the succession planning make sure to check the many online resources. For more on the ins and outs of. Timothy Simmons's top article generates over 6600 views. Bookmark Timothy Simmons to your Favourites.

Dennis Heath has sinced written about articles on various topics from Succession Planning, Dating and Romance and Marketing. An original article by Dennis Heath, Executive Coach and Managing Director of WayAhead Leadership Solutions Pte Ltd, first published in Human Resources magazine in January 2006. The WayAhead web site can be found at:. Dennis Heath's top article generates over 9900 views. Bookmark Dennis Heath to your Favourites.
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