Recently I was interviewed for a story on family business in USA Today.  I'm often asked about whether gender plays a role in family business succession. Is it still the case that the only way women wind up as leaders of businesses is because of a sudden death of a male owner in the family?  Is it still the case that family enterprises look only to the sons or sons-in-law as successor leaders?  I'm happy to report that the data shows that both of these approaches to leadership are on their way out!  First, is it true that women only wind up as CEOs if they've had the firm handed to them as a widow or daughter?  NO!  Through a five year research project on over 200 woman-led firms, we've found that women become CEOs primarily through entrepreneurial activity. In fact, only about 15% of these firms were family enterprises. I know what you're thinking.... those must be small firms they've studied.  But the truth is that the average firm in our study was a $28 million business in 2004; not exactly the lifestyle businesses women are purported to lead.  And what about the question of whether family firms pass on only to the male relatives?  Also, increasingly not the case.  Again, research we've done at the Center for Women's Leadership shows that families are increasingly looking to their women members for firm leadership.  The number of women owners of family enterprises increased by 37% for the five year period between 1997 and 2002.

So how do women get to be in the running for these entrepreneurial leadership roles?  Is it just in their make up (no, not their cosmetics!) or is it something they learn or acquire?  Well, what do you think about men?  Is it just "in them" to be leaders?  I doubt you're nodding your head yes to that question.  So, how can you nurture the potential leadership of your family firm, regardless of the gender of the next generation?  Easy.  First, assume that any of your progeny might be capable and interested in leading the business.  (This might be a new or even radical assumption for your family, but try it!) Second, give them exposure to the business.  Talk to them about the firm, offer them opportunities to visit or work there, and explain how the business impacts the family and the community.  Third, consider the talents and passions of your children.  Leverage those interests to offer them a path into the business.  Be prepared for them to explore those passions in another way, but to return to the business later on - keep those pathways open by keeping them informed about the business and its connection to the family!   Who knows, you might find that the person writing your retirement checks turns out to be your daughter or your daughter-in-law!