Entrepreneurs, what would happen if you didn’t wake up tomorrow?
Entrepreneurs, let’s discuss an issue we seldom address in business—particularly within African settings.
What would happen if the founder didn’t awaken tomorrow? Not the type of “not waking up” caused by exhaustion. Rather, the irreversible kind—where there’s only quietness, uncertainty, and a series of unresolved inquiries left in its wake. If contemplating this question causes you to hesitate, then this message is directed toward you.
Leadership Is Not a Privilege — It’s an Obligation
Throughout my experience collaborating with entrepreneurs, organizations, and households, I’ve witnessed the consequences of poor preparation for unavoidable situations—legal disputes regarding property, disrupted supplier networks, employees without guidance, banking information inaccessible to anyone, and bereaved partners uncertain about ownership rights.
Let me make this clear: succession planning goes beyond dealing with death. It involves various types of changes—such as sickness, incapacity, exhaustion, retiring, quitting, or even choosing to leave for personal reasons. However, numerous entrepreneurs act like they are immune to challenges. They believe that simply being present will keep the company stable forever. This is a risky misconception.
At Horsham Consulting, we inform our clients that succession isn’t just an issue for large corporations—it’s about maintaining business operations. Regardless of whether you’re operating a solo consulting firm or overseeing a multi-million cedi organization, the rule remains consistent: you should prepare for what comes after you.
The founder fallacy
The founder’s fallacy refers to the idea of “I created it, therefore I must always be present to guide it.” However, this isn’t true leadership—it’s self-importance. True leadership involves ensuring that others can continue the mission without you.
A leader who fails to delegate authority ends up being the sole bottleneck within their organization. When this central figure falters, the consequences can be catastrophic: vendors may lose agreements, staff could face unemployment, customers might suffer from disrupted support, households experience financial loss, and long-term achievements fade away.
True leadership questions: What becomes of those I support when I’m gone? What will happen to my team, customers, processes, financial stability, and long-term goals?
Begin with something modest, yet begin immediately
You don’t require an elaborate succession strategy or a five-person board from the very beginning. However, it’s essential to begin establishing foundations right away. Below are five actionable steps each founder should implement:
A simple will – It doesn’t have to be elaborate, but it should be legally valid and kept up-to-date.
Established procedures for accessing information – Which individuals have permission to view important records, banking information, and online systems when you are not available?
A hierarchy diagram or organizational chart – It remains important to outline positions and responsibilities even if it’s a single-person setup.
Separate monetary accounts – Maintain clear boundaries between your personal and company funds. This approach can prevent significant difficulties for those who take over later.
A trusted governance advisor – Someone you can lean on to formalise what is in your head into systems others can follow.
Above all else: Engage in discussions. With your partner. Your team members. Your business associate. Your attorney. Your relatives.
Success isn’t solely based on imagination. It involves organization.
Numerous people take pride in discussing the creation of enterprises for future generations—yet heritage isn’t formed randomly. It stems from steady, deliberate efforts done quietly. Purpose isn’t inherited; instead, tools are passed along. Vibes aren’t handed down; rather, structures are.
No matter how forward-thinking you may be, if your operations remain confined to your mind—or reside solely in WhatsApp conversations and private banking details—your business faces significant danger. Therefore, I’ll pose the question once more, entrepreneur: what occurs if you never awaken tomorrow?
If the response causes you unease, that’s positive. This is where development starts. Let’s make discussions about leadership transitions common within Ghanian business. Let’s demonstrate bravery—not only when starting out, but also when preparing for a successful transition.
About the writer
Irene Ansa-Asare Horsham established Horsham Consulting, a consultancy focused on governance and strategy aimed at assisting African business leaders to operate with confidence, bravery, and adherence to regulations. Additionally, she holds the position of Rector at MountCrest University College, an innovative private higher education institution located in Ghana. Discover more here.
www.horshamconsulting.com
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