Succession, investors, crises: Family businesses are faced with far-reaching decisions – and thus with growing communicative responsibility. If leaders want to maintain trust and provide orientation, communication must be seen as a strategic management tool. Especially where the public and private spheres meet.

Discretion and visibility – communication in a field of tension

Traditionally, many family businesses have deliberately acted with restraint – not least due to a growing understanding of responsibility and discretion. However, this is precisely where the communication challenge lies today: The pressure to change is increasing and external expectations are growing. Corporate management and the role of the owner are coming more into focus. Communication is therefore becoming the decisive lever for creating clarity, securing trust and effectively supporting entrepreneurial decisions.

Communication is not an end in itself – but a success factor

It’s not about making noise. Nor is it about PR on your own behalf. But today, entrepreneurial decisions have an impact far beyond the company itself – on employees, markets, the media, investors and, last but not least, your own family. Anyone who bears responsibility must be aware of the communicative impact of their actions. And actively shape them.

Succession needs more than good planning – it needs a narrative

Generational change is one of the most challenging processes in family businesses. In addition to legal and financial issues, it involves leadership models, power shifts and cultural identity. Those who accompany this process with communication not only create clarity and trust, but also ensure the company’s ability to connect with customers, markets and employees.

Winning capital partners – managing expectations wisely

Whether a partial sale or a strategic investment – the entry of investors changes the governance and often also the power structure. This is where communication with sensitivity is needed: towards employees, the public and, not least, the entrepreneurial family itself. Emotional tensions can only be reduced and room for maneuver maintained if strategic motivations are made clear.

Exceptional communication situations – mastering crises with confidence

Whether supply chains, reputation or family conflicts – crises often hit family businesses twice as hard: economically and emotionally. Communication work in such moments requires speed, clarity – and an understanding of family loyalties and dynamics. Only those who are prepared can react with credibility and confidence without damaging the culture of trust.

Systematic thinking – steering with communication

It is becoming increasingly important for decision-makers at the top of a company to reflect on the expectations of their own role, to analyse the communicative impact of corporate decisions at an early stage – and to derive a consistent communication strategy from this. Those who systematically integrate communication into decision-making processes retain the power of interpretation, create trust and increase the ability to act in dynamic environments.

Our approach: communication as a strategic management tool

At H/Advisors Deekeling Arndt, we see communication not as an accompaniment, but as an integral part of corporate management – especially in the complexity of family-run structures. We advise entrepreneurs and families strategically, discreetly and with a deep understanding of their values, dynamics and challenges.

Conclusion: If you want to lead, you have to communicate

Family businesses in particular have strong identities, authentic stories and clear values. This is capital – both communicatively and entrepreneurially. It is crucial to utilise this potential in a planned manner. Because those who remain visible in terms of communication retain the power of interpretation – and strengthen the trust that sustains companies through change.

Olaf Arndt, Senior Partner & CEO

H/Advisors Deekeling Arndt

[email protected]