In principle, this is of course an issue in all companies at regular intervals, but especially in family-run companies the handover to successors, for example in management, is a big issue – often more than necessary. In view of the complex (and at times emotional) situation, it has repeatedly been shown that an objective successor who is not involved in the company policy can make a decisive difference in this phase. Here not only professional but also human factors play a major role. I make sure that the transition phases are as productive as possible. This sometimes includes mediation and/or the internal staging of the change, but also the temporary takeover of the management of the company or individual divisions. In addition, I make sure that important agendas are not overshadowed by other topics and that the company always stays on course even in transition phases.