Rethinking Leadership Succession: Beyond Age and Tradition

By Michael Kelman Portney

In many cultures, leadership is something passed down through families—an unspoken trust that each generation will continue the legacy and, hopefully, improve upon it. But too often, age is treated as the main qualification, with the assumption that the eldest or most experienced person should take the reins. What if we stepped away from this assumption and considered a more dynamic approach to leadership within families? Could a different perspective on succession lead to stronger, more adaptable leaders who genuinely fulfill their role to the fullest?

Age as a Tradition, Not a Qualification

The idea that age equals wisdom is ingrained in many societies, but age alone isn’t a guarantee of good leadership. Wisdom comes from a blend of life experience, adaptability, and the ability to inspire and empower others—not simply from accumulating years. When families prioritize age over ability, they may overlook younger individuals who, despite being less experienced, have the creativity, resilience, and passion needed to lead.

In a time where the world changes rapidly, younger leaders often have the agility and fresh perspective to drive meaningful progress. When the primary qualification is age, there’s a risk of putting individuals in positions of power who are simply next in line, rather than the best suited to lead.

The Natural Process of Passing Down Leadership

Leadership succession is a natural process in families, but it doesn’t have to be a rigid one. Families have a unique advantage over other groups: they know each other’s strengths, weaknesses, and potential better than anyone else. Passing on leadership can be a flexible process that allows the family to evolve in response to its changing needs.

Imagine a model where leadership isn’t given to the oldest, but rather to the most capable or visionary. This way, a younger member could take the lead if they are the best fit to carry the family forward, especially if prior leadership has been insufficient in addressing challenges or embracing new opportunities.

Why Leadership Should Be Earned, Not Inherited

When leadership is handed down by age alone, there’s an inherent risk of complacency. The new leader may feel entitled to their role rather than motivated to earn it. In contrast, when leadership succession is based on demonstrated ability, a family creates a culture of accountability, where each generation feels the weight and responsibility of proving themselves.

For instance, if the prior leadership has failed to adapt to changing circumstances or has been ineffective, a new approach becomes essential. In such cases, the family might need to look beyond traditional qualifications and select someone who can bring fresh ideas and energy, regardless of their age. This process encourages each member to grow into their potential rather than merely wait their turn.

The Role of Mentorship in Dynamic Succession

A flexible approach to succession doesn’t mean ignoring the value of experience. Older family members still play a crucial role by offering guidance, wisdom, and mentorship. They provide the foundation upon which the next generation can build, helping younger leaders avoid common pitfalls and understand the weight of their responsibilities. In this way, leadership becomes a collaborative effort that combines the strengths of each generation.

Mentorship can also be a way to evaluate potential successors, helping the family identify who is truly capable of leading. By observing how younger members handle challenges and learn from mistakes, the family can make informed decisions based on qualities like resilience, creativity, and problem-solving skills.

Redefining Leadership as a Fluid Role

In a world that demands adaptability, leadership itself needs to be fluid. Families could benefit from viewing leadership not as a single position to be filled for a lifetime but as a role that can be passed, shared, or even rotated depending on who is best equipped to address current needs. By doing so, families create a leadership structure that is resilient, flexible, and capable of evolving along with the challenges it faces.

This perspective also encourages each generation to take responsibility for the family’s legacy. If leadership can shift to meet changing needs, then everyone—regardless of age—is invested in strengthening the family’s foundation, values, and mission.

Conclusion: Embracing a New Model of Succession

Ultimately, leadership should be about more than age or birth order. It should be earned, guided by a combination of proven ability and vision. Families have a unique opportunity to redefine leadership as a role that can evolve, adapt, and meet the demands of each new era. By moving beyond age as the primary qualifier, families can ensure that their leaders are prepared not just to uphold tradition, but to actively shape the future.