If you have been groomed or selected to succeed a manager or owner who is retiring, there are several things I recommend to set the right tone and have the best opportunity for success:

1. Not everyone in your department, division, office, or store will agree with executive management’s decision to have you take over.  I encountered the exact same situation when I was named president of GIA at the ripe old age of 34.  I recommend that you meet individually with each employee and/or manager (depending on the size of the business) and express your vision and goals, along with soliciting their ideas and perspective on the way forward.
2. Keep your friends close and your detractors closer.  By meeting with everyone individually, you will get a sense of who is on your side, who is neutral about your succession, and who may be a detractor as you take over.  Keep any detractors close to you to prevent their possible disloyalty or antagonistic spirit.  You’ll be sure to hear about any comments they make or issues they cause from other people.
3. Don’t demand loyalty and conformity.  If you want respect, you have to earn it.  You must have both the interpersonal skills to win people over and the vision, drive, and core competence to lead people in the right direction.
4. If it’s a family business, and you are a son or daughter, it could be doubly difficult.  Often, sons or daughters (or anyone for that matter) will want to exert authority in their new position and end up setting the wrong tone for their leadership.  The motto I use is: Be kind and thoughtful, be open and honest, and be firm but fair.

This is just a short list of suggestions, but it will help you get started on the road to success in succession.

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