“Where are we going?” The answer requires clarity, careful communication and commitment.

The challenge of generational change is "see the forest from the trees", where a fresh external view can provide new perspective and motivation.

Getting to know the facts. The formalization of reports (information) often neglected.

Most of the ‘knowledge’ is controlled by the owner-manager. The correct interpretation of the numbers and comparison with industry indicators and ultimately the planning of the business is challenging.

Moreover, the numbers and indicators are diverse, require complex preparation and presentation, and the basis for involving help.

Finding the right people. Consistent and defined division of tasks, with responsibilities.

Single-person decision making only hinders migration. Often the owner-manager makes himself indispensable, his absence holds up the company. One may need help with the selection and the integration.

Building a company is a team game. You must manage all the players at the same time.

You need many people to succeed: managers, key people, employees, investors, customers. They require different communication, different content, about the same 'game' and the time available for communication is also different.

Regularity, form and dedicated content are important. Company culture is created by leaders, leading by example.

Managers often don't even delegate. “My castle”, I protect my turf, and I decide. One man show.

Such behaviour does not help, rather hinders change and migration. Drives away those who want to develop.

The most important task of a leader is character building. Sometimes it comes instinctively, sometimes it is shaped by years.

But who teaches the owner-manager?