Editing Succession planning (section)

===Succession advisors===
A prior preparation needs to be done for the replacement of a [[CEO]] in family firms.{{cn|date=December 2017}} The role of advisors is important as they help with the transition of leadership between the current-generation leaders and the successors.{{cn|date=December 2017}} Advisors help family-owned businesses establish their own leadership skills. This process is relatively long if the successors want to be accepted by all employees. They need to take higher managing positions gradually to be respected. During this process, the successors are asked to develop different skills such as leadership. This is where the role of advisors fully exemplifies its importance. It is when the managing position is shared between the first-generation leader, the second and the advisors. An advisor helps with communication because emotional factors between family members can badly affect the company. The advisors help manage everything during a predetermined period of time and make the succession process less painful and eventful for everybody.  In these cases, an interim leadership is usually what is best for the company. The employees can get accustomed to changes while getting to know the future CEO.<ref>{{cite journal|last1= Salvato|first1= Carlo|last2= Corbetta|first2= Guido|title= Transitional Leadership of Advisors as a Facilitator of successors' Leadership construction|journal= Family Business Review|volume= 26|issue= 3|pages= 235–255|doi= 10.1177/0894486513490796|year= 2013|s2cid= 154708499}}
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{{cite web
|last1= Davis|first1= John
|title= Managing the Family Business: It Takes a Village
|url= http://hbswk.hbs.edu/item/7413.html
|website= Harvard Business School
|accessdate= 20 October 2014
|date= 2014-01-15
}}
</ref>