http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
unlocking value, power, and potential in the professional services and advisory space
An insightful look at leadership transition from the successor's perspective Success and Succession examines the leadership transition process from the successor's point of view, and outlines the considerations and strategies that lead to a better future for the business. With a focus on practical planning and execution, this insightful guide provides insight into the strategies that smooth the transition and help the new leadership make better business decisions. You'll learn when and how to start planning, who you need on your team, and the obstacles you should anticipate along the way. You.
Title Page; Copyright; Dedication; Acknowledgments; Introduction; Section I: Operational Challenges & and Solutions; Chapter 1: The Founder as the Sun; The Evolution of a Founder-Centric Firm; Is My Firm Founder-Centric?; Awareness; The Painters; Chapter 2: Replacing the Sun: A New Solar System; What Road Do You Choose?; Committing to the Road Less Traveled; Assessing the Client Experience; Welcome to McDonald's: May I Take Your Order?; Human Capital Framework; Improvement Matrix; Chapter 3: Ordering Off the Menu; Choices Have Consequences; The Easiest One; The Great Current Income Debate.
Equity versus MilkingWhat Does a Successor Want off the Menu; Not Everyone Is William Wallace; Chapter 4: Setting a Vision, Together; STEP 1: Can We Work Together?; Step 2: Setting a Vision; Section II: Financial Challenges & and Solutions; Chapter 5: It's Always About the Money; An Ironic Twist; Management versus Equity; Value and Control; Distribution of Value as a First Step; The Founder's Financial Dilemma; The Successor's Financial Dilemma; Building for an Exit Doesn't Maximize Value; Hope Is Not a Strategy; The Great Risk Divide; Chapter 6: Splitting the Pies: Defining What Is Enough.
Only One Thing Really MattersFour Big Questions; Defining an Exit Date; Successor Concurrence; Non-Operator Owners; Mandatory Sales/Retirement; The Pie-Slicing Exercise; Slicing the Equity; Slicing Up the Cash; Avoid the Path to Neutral; Defining What's Enough-a Real Case; What a Successor Should Ask For; Chapter 7: Let's Make a Deal; Discounting Is the Name of the Game; External Capital; Lessons from Other Professional Services Businesses; Today's Landscape; It May Be Time to Consider a Sale or Merger; What Drives Value?; Is the Firm Still Just the Founder?; Is Your Firm Strategic?
Successor Considerations in a Merger or AcquisitionBeen There; Done That; Why Deals Don't Get Done-or Shouldn't; Section III: Emotional Challenges ... and Solutions; Chapter 8: It's Not Just an Office; Know Your Personality; The Office; Successor Surprises; The Fear of Being Wrong; Successors Don't Want to Admit Being Scared; It's Not a Light Switch; The Slow-Motion Effect; An Unfair Expectation: Successor as Advisor; Progress, Not Perfection; Chapter 9: Breaking Inertia; Do We Have an Inertia Problem?; The Four Choices; Is Doing Nothing a Risk?; How Does This Process Start?
Can the Successor Start the Process?The Homework Assignment; Successors Should Ask Hard Internal Questions; Going All In; Showing Progress; Starting in the Future; What's Next?; Chapter 10: Derailed; The Fear of Failure-Again; Founderitis; Life After the CEO Job; Term Limits or Planned Rotation of Roles; Optimism Bias; Reality Distortion Field; Hitting the Pause Button; Necessary Endings; Chapter 11: Building a Legacy; What's in a Name?; What's Your Title?; Memorials; The Finest Legacy; Some Final Words; Bibliography; Supplemental Material; Client Touchpoint Exercise.
Eric Hehman, CFP, Jay W. Hummel, CFA, Tim Kochis.
Includes bibliographical references and index.
Hoboken, New Jersey : John Wiley & Sons, Inc., [2015]