Leadership succession is often an uphill battle for a business founder's offspring. Some children may question whether the prize is worth the family and business conflicts that often arise in a transition. Nevertheless, their personality, ambition, training and love for the family tradition draws them to the corner office.

In the world of our dreams, a successor would inherit a supportive staff, dedicated family members and an organization committed to innovation. People would communicate openly and resolve their own personal disputes. The owner's self-awareness and foresight would have produced an effective leadership transition plan and a thoroughly prepared successor.

The new leader would have little left to do but move into the executive suite and begin making important decisions.

But this world is anything but perfect and a successor must consider both the peripheral and central issues of leading before the time comes to lead. Here are a few general principles that may prove valuable:

• Develop your own style.
  Don't try to imitate your predecessor. Get comfortable with your own methods Your identity will take shape as you apply your specific strengths and interests within the business.
• Take your time.
  Your parents didn't build the business in a day, and you probably won't destroy it in a few months! Don't feel pressured to prove your competence or make decisions simply for the sake of proving you are a leader. Although you may be tempted to micro-manage, keep your eyes on the larger issues.
• Clarify the founder's new role.
  Does your parent plan to stay active in the business? Directly or as a counselor to you? Are any issues off limits? How will advice or criticism be offered? Address these and other questions early to avoid misunderstandings later.
• Tie up loose ends.
  Older relatives or longtime employees may be facing a dilemma. They hitched their fortunes to the old regime, and now that the founder has retired, they may feel insecure with anticipated changes.

• Don't resist change.
  Successors may hold on to traditional methods out of respect for the founder or to avoid judgment. An intergenerational business transfer presents opportunities for implementing strategic renewal.
• Take a look at yourself.
  What kind of leadership do you envision for the business? How can you become that leader? What positive traits did you most appreciate in your predecessor? What negative traits should you avoid? Take inventory of your strengths and weaknesses. Self-evaluation may help you assemble a more effective support system.
• Keep learning.
  Approach leadership with a hunger for continual improvement. And recognize that learning often involves making mistakes. Find comfort in your own expectations of personal growth.
• Set an example of diligence.
  Many organizations--and particularly closely held businesses--take on the attitudes and habits of the top executive. With this in mind, what values and practices do you wish to advance in the organization?
• Listen to your founder.
  Your predecessor didn't grow the company by accident. Perhaps you've heard your parents' wisdom many times before. After spending time in the driver's seat yourself, perhaps their words will carry new significance.