For many next-generation family members, leadership can feel haunted by expectations. The real question isn’t whether they’ll inherit the business, but whether they can make it their own.

The Identity Question

Earlier in my career as a child psychologist, I saw how deeply young people wrestled with identity. Questions like “Who am I?” and “What will I do with my life?” surfaced again and again. For those growing up in the shadow of a family business, these questions take on even greater complexity.

  • Some are certain from an early age that their identity is firmly rooted in the business and see it as their calling.
  • Others struggle to know whether the business defines them, or whether they want to explore life beyond it.
  • Still others are clear they want a different path, though what that looks like may remain uncertain.

For some, the family business feels like a gift; for others, it can feel like a trap. That tension, between trick or treat, lies at the heart of how next-gen leaders wrestle with identity.

Identity isn’t neatly resolved in adolescence but is a dynamic journey that continues, often for decades. Recent research spanning five decades shows that identity evolves throughout life, shaping well-being and adaptation.

Careers in Transition

Today’s leaders see career paths as less linear and less secure than those of previous generations. People now expect to shift roles, industries, and paths multiple times rather than follow a straight ladder. A recent Forbes article argues that non-linear careers can deliver greater fulfillment by fostering stronger alignment between work, values, and purpose; creating growth through diverse experiences; and building resilience through adaptation.

For the next generation in family enterprises, this reality creates both opportunity and tension. Identity development and the appeal of diverse careers make succession planning more complex. Families must balance sustaining the pride and legacy of the business with recognizing the developmental challenges the next gen is navigating. Supporting rising leaders to clarify what they want, unlock their potential, and align their path with the business is essential to a successful transition.

Trick or Treat?

This is where the challenge sharpens: for next-gen family members, the path into leadership can swing between promise and peril. When they are placed into leadership roles prematurely, it can feel like a trick: a burden of expectation rather than an opportunity. But when families foster clarity and intentionality, leadership becomes a treat: a role that is chosen, supported, and aligned.

This duality highlights why families must be deliberate in how they engage the next generation. Premature placement can lead to misalignment, dissatisfaction, or underperformance. Yet delaying conversations or avoiding structure can breed uncertainty, strain relationships, and erode trust in the succession process.

Assessment as a Bridge

When used thoughtfully, assessments are not diagnostic; they are catalytic, illuminating the intersection of personal purpose and organizational need. They provide an objective lens on a leader, which is especially valuable in family enterprises, where relatives have often known that leader subjectively for their entire life.

A structured process begins by clarifying what the business truly needs in a leader, then evaluating candidates, including family members, against that profile. This offers an objective reference point, a way to identify development needs early, and a safeguard against misaligned decisions.

Equally important is framing the assessment as a process of self-discovery for family members. These tools help next-generation leaders clarify:

  • Motives: What drives me?
  • Values: What matters most to me?
  • Strengths: What do I bring that is distinctive?
  • Interests: Where do I feel most energized?

Approached this way, assessments become more than an evaluation tool. They create a shared language for families, open space for meaningful dialogue, and support clarity, agency, and collaboration, rather than forcing premature decisions or closing off options.

At Vantage, we see how this process transforms uncertainty into insight, and insight into lasting alignment between leader and legacy.

From Individual Clarity to Family Dialogue

In practice, assessments often lead to family dialogues that shift from “Will you join the business?” to “How might you want to contribute?” and “What timing and support would set you up for success?”

This reframing benefits both sides:

  • Next-gen leaders feel seen and supported in their identity exploration.
  • Families gain confidence that leadership decisions are intentional and informed, rather than driven by pressure or tradition alone.

These conversations often move families from assumption to curiosity, from expectation to partnership, creating the foundation for lasting trust.

A Case in Point

Consider a second-generation manufacturing business where the founder’s daughter was assumed to be the heir apparent. A leadership assessment revealed that while she cared deeply about the company, her real passion was sustainability and social impact. Working with her family, she created a new role as Chief Sustainability Officer, aligning her purpose with the firm’s strategy while bringing in another leader to run operations. The result? Greater alignment, a renewed sense of purpose, and a stronger business strategy for the family enterprise.

Clarity in this case did not mean choosing “in or out”; it meant redefining leadership to reflect both personal purpose and strategic need.

Closing Thought

In family businesses, the transition to the next generation can feel like a trick-or-treat moment: uncertain, heavy with expectations, and sometimes fraught. But with structured assessments, families can transform uncertainty into clarity and obligation into opportunity. By helping young leaders discover who they are, what they want, and how they might contribute, families not only secure their legacy, but they also empower the next generation to lead on their own terms.