THE BRITS have demonstrated for the world to see how flawless one generation could and should hand over responsibility to the next.
Transparently televised for all and sundry to see, it was done with a great deal of pomp and ceremony, for which the British are so well known, but in a sombre and joyous manner, in equal measure.
Over the past week, the people of the United Kingdom bade a sad farewell to their nation’s longest-serving monarch, and joyously welcomed Queen Elizabeth’s successor, King Charles III.
Before Elizabeth II is even laid to rest next Monday, her oldest son took over as the nation’s new monarch, in that country’s constitutional monarchy, where the sovereign is a titular head of state.
In the UK, an elected government runs the show.
The British recently showed the world how they handle the passing of political leadership from one person to the next.
In a planned, well-structured, and orderly manner, Liz Truss took over from Boris Johnson as the country’s prime minister.
In business, educational or faith-based institutions, at a social or sports club, and in other spheres of life, we can learn from the faultless and flawless way the British dealt with exiting and succession.
Before elaborating on exiting and succession in business, I must admit unashamedly to being an admirer of the British royal family. Unsurprising, as I am of the generation that grew up with Queen Elizabeth II as part of our lives.
From early childhood, we were taught to pledge loyalty to the sovereign.
We did so as boy cubs and scouts, and our sisters did likewise as brownies and girl guides.
Every year, we celebrated her birthday, sang praises to Queen Elizabeth II and in prayer asked God to save our queen.
But, as I recall, not once did we ever bow down or scrape to the monarch.
We merely viewed our sovereign as a figure head and as a symbol or representation, of respect, godliness, steadfastness, and unity. Not as the country’s elected leadership.
Somewhat like the kings and queens in parts of Namibia and elsewhere in African countries.
Although there were times in bygone history where it might have worked, nowadays there really is no place for a monarchical system, or dictatorial and autocratic governance.
Democracy works with leaders at every tier of government, from local council up to representation in the national parliament of a country, elected by popular vote.
As for business, a succession plan is essential if the owner desires the continuation of the enterprise following her or his demise.
It is blatantly obvious that a small business will not grow, expand, and become a large enterprise in the absence of a well-crafted ownership and management succession plan.
With a succession plan, there must be an exit plan. Or else there is the risk of predecessors lurking around, making a nuisance of themselves.
So, let us learn from the Brits.
Without mentioning names, for we all know who they are, there are many iconic enterprises across Namibia, of yonder years, no longer in business. Their owners ignored the importance of a well-crafted, clearly articulated and easily implemented succession plan.
* Danny Meyer is reachable at danny@smecompete.com
