Me, My Father-in-Law and Succession Planning

In a nutshell: When succession planning is discussed, the conversation usually revolves around one question: Who takes over? But what does an impending succession actually do to the person who is one day supposed to run the company? For Patrick Bauer, joining his father-in-law's freight forwarding company MH Transport Und Logistik GmbH meant a complete upheaval of his life: a new place to live, a new industry and self-doubt included. He is not yet the boss. And yet the future handover is a constant presence in his mind.

In this article, he offers rare, candid insights into the psychological burden of a successor. He talks about the mental challenge and the dilemma of stepping into his father-in-law's enormous footsteps, and explains why succession planning without radical self-reflection and open communication is destined to fail.

Succession begins long before the handover

Patrick, who comes from a sports marketing background at FC Bayern Basketball, is currently a management trainee at his father-in-law's freight forwarding company. He is expected to take over one day, but is not yet the entrepreneur. And it is precisely this in-between position that is both extremely exciting and demanding.

"Even though my father-in-law is still here and I don't really have much responsibility yet, it is of course already a major topic in my mind," Patrick admits. Succession is not a switch that is simply flipped. It is a constant internal process.

It feels great to see yourself as a future managing director, but the reality looks different: "I first have to build the confidence I need for the tasks in this new industry,"  he describes his current situation. Succession is not just an organisational process in which responsibility is handed over. It is a profound process of identity formation.

The myth of the ready-made nest

The core concept of Patrick's journey can be summed up in one powerful sentence: "Succession means for me, in a certain sense, founding a company within a company."

While a startup founder begins on a proverbial blank canvas, the successor starts in a ready-made nest that is nonetheless full of challenges. He or she inherits existing processes and customers, long-standing employees, established structures and an evolved company culture. Expectations are already set.

And it is within precisely this tight framework that Patrick is expected to create something of his own. "You simply don't have an empty playing field. You are essentially tied to an existing system," he explains. He wants to break down old structures in the long term and leave his own mark. a balancing act that is often harder than starting from scratch.

Crisis instead of a golden start

On top of that: Patrick's entry into logistics comes during an economically challenging period.

"We definitely need to keep an eye on our expenses right now and question larger investments. The team already discusses quite often: do we really need this right now, and where is there potential to save?" Rising costs, fluctuating diesel prices and economic pressure are making the freight forwarding business particularly demanding at this moment.

This pressure manifests itself for Patrick as a constant companion: "It is still a little devil on your shoulder that keeps knocking and that you have to actively push away." Yet it is precisely in this crisis that Patrick sees the real school of entrepreneurship: "If everything were permanently rosy, there would be no development. I see it as an opportunity to take these crises on board and emerge from them stronger as a company and as an entrepreneur."

The most difficult role in the company: son-in-law of the boss

The greatest personal hurdle in this process, however, is Patrick's specific role. Because the boss is simultaneously his mentor, his predecessor, his role model, his benchmark and, of course, his father-in-law.

Patrick articulates this conflict very precisely: "The hardest part about being the boss's son-in-law is that he has on the one hand accompanied and paved your path, but on the other hand stands somewhat in your way."

It is about stepping out from a large shadow. "My father-in-law's footsteps are of course very large," Patrick admits. This creates an immense challenge: "It is incredibly difficult to somehow find your own thing without looking at him too much."

The succession strategy: communication, reflection and external input

How do you survive this emotional rollercoaster? Patrick has arrived at three clear insights for himself and for other companies facing succession:

1. The team needs a vision: It is not enough for the family to plan behind closed doors. "The successor must present their vision. I would like an overarching vision where everyone knows exactly in which direction we are heading together."

2. Radical self-reflection: In conflicts, Patrick does not look to blame others. "I am self-aware enough to recognise that the trigger points and problems often lie within myself and not outside. I am ultimately responsible for that."

3. External exchange: The most important piece of advice concerns emotional support. Patrick cautions against bringing everything into the relationship: "If I unload everything onto my wife, that is extremely difficult for her, because I am ultimately also talking about her father and the family business. You absolutely need an external conversation partner who is not as emotionally involved." To help manage the pressure, Patrick also draws on support from his wider circle.

Looking for a network!