Succession Planning: The Antidote to Uncertainty

Intentional, transparent communication must be integrated into every step of your succession plan.

Within the funeral profession – a field built on tradition, legacy and long-standing community ties –succession planning carries a particularly emotional and operational weight. The transition of leadership from one generation to the next is about ownership and financial continuity but also about the preservation of trust, culture and relationships cultivated over decades. At the heart of this delicate process lies a single powerful tool: communication.

Communication is not just a helpful part of succession planning; it is the very foundation that determines whether a transition is smooth and successful or fraught with conflict, confusion and frustration. In a profession where trust is paramount, the way leaders communicate with their successors, staff, clients and community can make or break the legacy they worked so hard to build. Author and inspirational speaker Simon Sinek summarized the codependent nature of trust and communication: “Strong relationships are built on trust and communication. But if there is no communication, there can be no trust.” Silence leaves room for doubt and uncertainty, whereas communication builds space for trust to grow.

The keys to succession-planning success often are reduced to planning ahead, understanding the value of the business and finding the right successor. These are all valid, but to successfully execute each task, one must employ effective communication. A bulletproof plan means nothing if not communicated to all parties involved.

As a senior associate at The Foresight Companies, I have worked side by side with more than a hundred families as they navigated the succession of their business. Because every business is unique so, too, is every transition of ownership. I have observed many instances when a lack of communication was the cause of frustration, delay and disappointment. Below, we will tackle the challenges of succession specific to the funeral profession, the role of communication in overcoming them and a few actionable strategies that ensure communication stays at the forefront of every planning stage.

Succession Planning Complexities

Succession planning is difficult in any business, but the nature of funeral service poses several distinct challenges:

Domination of Family-Owned Businesses: According to NFDA, 76% of funeral homes in the United States are family-owned. These businesses often involve deep generational legacies, and the emotional complexity of handing down such a business can lead to frustration when not handled properly. This necessitates an even higher standard of communication throughout the succession-planning process to ensure expectations are understood on both sides.

Discomfort With the Topic of Death: Ironically, although funeral professionals handle death every day, talking about the “death” of one’s leadership role or family ownership can be deeply uncomfortable. Owners might delay succession conversations due to personal uncertainty, fear of judgment or fear of a negative reaction from their community.

Changing Market Forces and Client Expectations: Younger generations often bring fresh ideas about modernization, technology and consumer engagement. A lack of open dialogue about these changes can create tension between tradition and innovation, potentially undermining both.

Community Relationships and Reputation: Funeral homes are pillars of their community. Clients are not just “customers” – they are neighbors, friends and family. Poorly communicated transitions risk shaking the trust that has been built over decades.

Communication: The Antidote to Uncertainty

The main reason succession plans fail is not financial or operational mismanagement – it is poor communication. A lack of clear, honest and consistent communication can result in:

• Misaligned expectations between generations
• Confusion, fear and loss of morale amongst staff
• Resistance to change from long-time employees
• Community skepticism and brand deterioration

By contrast, funeral homes that proactively embrace communication as an ongoing process experience smoother transitions, strengthen their teams and preserve their reputations. Let’s break down the most critical communication touchpoints in effective succession planning:

1. Owner-to-Successor Communication

Perhaps the most obvious dialogue, albeit oftentimes still neglected, is between the current owner and the intended successor. These conversations should go far beyond timelines and titles – they should dig into values, vision and vulnerabilities. The following are crucial questions to consider:

• What are the current owner’s hopes and concerns for the future?
• What does the successor envision for the business in five, 10 and 20 years?
• Are both parties aligned on the funeral home’s purpose and direction?
• What training, mentoring or experience does the successor still need?
• What will the current owner’s role look like post transition?

Too often, these questions go unspoken. A parent might assume a child wants to take over when, in actuality, the child feels obligated yet uninterested. Alternatively, a successor might have bold, innovative ideas but feel stifled by traditional norms. Without candid discussion, these misalignments can grow into full-blown conflicts. Effective communication is not a one-time event; it is a series of honest conversations over time that evolve as both parties learn.

2. Staff Communication

A funeral home’s staff forms the backbone of operations, and their buy-in is essential for a successful transition. When staff feel blindsided by a sudden transition of ownership without any advanced warning, morale drops, loyalty erodes and performance suffers. On the other hand, when team members are kept informed and included, they become allies rather than obstacles in the transition. Some best practices for communicating succession plans to staff are:

• Announcing succession plans early and transparently, and letting staff know what to expect, when to expect it and why.
• Highlighting continuity amid the change by emphasizing which values and practices will remain after the introduction of new leadership.
• Inviting feedback. Providing honest responses to questions and concerns can ease anxiety caused by the fear of an uncertain future.
• Showcasing unity. Joint appearances, shared leadership in meetings and co-branded communications model a strong, cohesive team.

3. Community Communication

A funeral home’s clientele is deeply loyal. Families choose you not just because of your services but also because of who you are. The idea of a new leader stepping in can create unease. When communicating a transition to the community:

• Use multiple channels. Send out a letter, share updates on your website and social media pages, and mention changes during service interactions with clients.
• Tell a story, not just a fact. Frame the transition as a continuation of your legacy, rather than a departure from it. Share the history, heart and hopes behind the change.
• Introduce the successor with intention. Highlight their credentials, personality and commitment to the community. Show the public their humanity.
• Continue building relationships. Successors should take the initiative to engage with the community and increase their visibility in the public eye by, say, attending local events.

This communication preserves trust, builds new bridges and prepares the business for long-term loyalty under the next generation’s leadership.

4. Legal, Financial and Consultant Communication

Behind every great succession plan is a team of advisors, including lawyers, accountants, tax professionals and business consultants, but its effectiveness depends on the clarity of communication among all parties. Best practices for communicating with an advisory team include:

• Writing everything down. Document targeted timelines for succession milestones, financial requirements of a sale and desired post-sale duties. Use this framework to hold yourself accountable during the execution of the plan.
• Sharing plans with your entire team. Avoid silos by ensuring all advisors are aligned and working toward a unified goal.
• Encouraging cross-generational participation. Involving the next generation in discussions with your advisory team builds trust rooted in sound and transparent guidance.

Succession planning is as much an emotional journey as a financial one. Strong professional communication provides support for all aspects of the process and minimizes the risk of missteps along the way.

5. Internal Communication

Sometimes the hardest conversations are the ones funeral home owners must have with themselves. Many funeral home owners delay succession planning not because they lack resources but because they are emotionally unready. Here are four self-reflection questions to consider:

• Am I truly ready to let go?
• What does retirement or my next chapter look like?
• What legacy do I want to leave behind?
• Am I afraid of being forgotten or replaced?

Before even thinking about building a succession plan, these questions need to be answered honestly, as they will dictate the eventual plan’s framework.

To keep communication at the center of your succession plan, consider creating a “succession communication road map.” Map out who needs to know what, when they need to know it and how to deliver it to them. This includes internal and external audiences. Then, establish a regular check-in schedule. Institute monthly or quarterly meetings between current and future leadership to foster ongoing dialogue and alignment. Host town halls for staff so they have regular opportunities to ask questions, provide feedback and share concerns. Develop a boilerplate story about the transition that can be used for PR in newsletters and service scripts. Lastly, celebrate milestones, such as the announcement of the successor’s appointment or the owner’s retirement, with ceremonies or community events to build goodwill and unity.

The funeral profession is unlike any other. It operates at the intersection of business, service and profound human emotion. As such, the transition from one generation of leadership to the next must be more than just a sound strategic plan on paper; it needs to be communicated to all necessary parties each step of the way in order to instill trust, confidence and continuity.

Communication is not a box to check in your succession plan, rather the lifeline that connects the past, present and future of your business. It builds bridges across generations, earns trust from employees, reassures the community and ensures your legacy lives on in the right hands.

By prioritizing thoughtful, transparent and compassionate communication during every stage of the succession-planning process, funeral home owners can do more than pass down a business –they can pass down a legacy of passion, service and dedication.

The Director June 2025_Article by Jarod Bernat