The gritty drama of *Peaky Blinders* is packed with lessons—some unconventional—for any business founder thinking about who else they can rely on in the business. Three areas to ask yourself questions about your business.
Do you build leadership loyalty like the Shelbys?
1.Build loyalty and trust within your leadership team
Tommy Shelby’s rise hinges on loyalty, not just power. While his methods are morally questionable, the concept of cultivating trust and shared purpose within leadership is vital for any SME founder. Succession plans should prioritize individuals who are committed to the company’s vision and values.
2.Plan for adaptability
The Shelby family often faces shifting alliances and unforeseen challenges. For a founder, this highlights the importance of creating a succession plan that prepares successors to navigate change and think strategically under pressure. Future-proofing your business is as much about mindset as it is about structures.
3.Separate personal and professional interests
Drama ensues whenever personal conflicts entangle with business decisions. An SME founder needs to identify and clearly define professional roles and avoid favouritism in succession planning. Skills, competence, and leadership ability should guide the choice of successors, not personal bias.
Exercise – Questions to ask yourself about your business
- Leadership loyalty
- Do you have documented future vision & values for your business? (Yes/no)
- Have you updated this future vision and worked with your identified potential successors so they feel a sense of ownership of the vision & values? (Yes/no)
- If a potential buyer of your business asked your potential successors to describe the vision & values , would they hear a consistent message ,, as if they had spoken to you? Yes/no)
- What is your reflection on the vision and values dependency on you? ———-
- Adaptability
- What changes have your potential successor led personally?
- What is your level of confidence to think strategically /big picture about the business and the Industry it operates in?
- How much do you delegate bigger decisions where there is some risk to the business and coach and mentor your successor ?
- What is your reflection on your level of commitment to letting go and preparing your successor to lead without you?
3.Personal vs. professional interests
- Potential Personal & business conflicts male very entertaining viewing in TV drama or films. In real life they can be highly damaging to family and business & relationships.
- When you consider skills,competence & leadership have you an objective view of your potential successor?
- Are there family loyalty conflicts at play for the selection of your potential successor?
- What is your reflection on who you could involve and a simple process to put in place to improve the transparency and fairness of your successor selection?