Preparing Young Successors for Real Leadership

By Prof. Enrique N. Soriano

Part 1: The Young and Restless (20s to mid-30s)

In many Asian family enterprises, the next generation steps into boardrooms armed with prestigious degrees, global exposure, and boundless confidence. Yet beneath that polished exterior lies an unsettling paradox: while these heirs are intelligent, they often lack the adversity quotient and emotional maturity critical to real leadership. They know the language of strategy but not yet its science. And because they have grown up comfortable—often cushioned from real consequences—they walk a delicate line between potential and entitlement.

Take the case of Adrian, a 32-year-old successor fresh from an MBA at a top Ivy League university. Returning home, he was eager to transform his family’s mid-sized conglomerate. Fluent in jargon like “pivot,” “scale,” and “disruption,” Adrian exuded an infectious energy. But soon, cracks appeared. Senior managers who had served his father loyally felt dismissed. His cousins resented being left out of new initiatives. Worse, Adrian’s impatience with governance processes exposed a blind spot: he equated leadership with control, not stewardship.

Through months of structured mentoring, Adrian’s journey revealed why succession is less about title and more about mastering deeper disciplines. First came accountability: realising that being a successor means being answerable not just to the founder, but also to siblings, cousins, employees, and future generations. Then, humility: recognising that intelligence and a degree do not replace wisdom forged through negotiation, failure, and experience.

Authentic leadership emerged as a cornerstone. Adrian had to shift from the “I” language of ambition to the “we” language of stewardship. Leaders don’t just create followers—they empower teams, listen deeply, and align personal drive with the family’s shared mission.

Another turning point was understanding the science and strategic intent behind family business governance. Adrian saw that running on gut feel or charisma isn’t enough; longevity demands formal boards, clear shareholder agreements, and succession plans. Board-level know-how became more than compliance; it became the architecture holding family unity and enterprise stability.

A painful lesson was learning to trust professionals outside blood. Family offers loyalty; professionals bring expertise, perspective, and the courage to speak truths that cousins may avoid. By welcoming them into executive roles or board seats, successors like Adrian safeguard the business against blind spots and overconfidence.

Adrian also had to confront entitlement head-on by nurturing respect for other shareholders—especially siblings and cousins. He came to see them not as competitors or bystanders but as co-owners whose voices matter. Ignoring them risks fracturing unity faster than any market shock.

Exposure to inspiring role models helped reinforce these shifts: Asian family leaders who grew enterprises while staying grounded and humble. Adrian learned that humility is not weakness—it’s the strength to listen, admit mistakes, and keep learning.

Beneath Adrian’s story—and those of many successors in this age group—is a warning: privilege without stewardship is fragile. Comfort dulls urgency; the urge to prove oneself can breed shortcuts. The antidote is holistic mentorship starting early, rooted in accountability, discipline, and respect.

For founders: invest time, not just wealth. Share failures, not only victories. Let successors witness governance meetings, tough negotiations, and decisions where values outweigh profit. Show that real power lies not in inheritance, but in accountable and strategic stewardship.

For young successors: understand that leadership is earned daily. Degrees open doors; character keeps them open. Real influence flows from humility, from respecting family and non-family partners, and from turning privilege into stewardship.

It is time to transform comfort into commitment, entitlement into accountability, and ownership into authentic leadership.

In Part 2, we will explore successors in their mid-30s to mid-40s: driven, aggressive entrepreneurs who excel at seizing opportunity, but often struggle with discipline, focus, and the science of legacy.

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If this message resonates with your family—or you have seen similar challenges at your own boardroom table or family dinner—consider joining our upcoming in-person Masterclass in Iloilo City this November 8, a Saturday.

Seats are limited. Interested families may inquire now by emailing wb@wbadvisoryasia.com and look for Maica.

Together, let us help your family shift from blind inheritance to responsible stewardship, empower next-generation leaders, and protect what truly matters for generations to come.