One of the most defining moments in the life of a family business is the transition of leadership. Passing the presidency from one generation to the next is not only a managerial decision—it is an emotional, strategic, and symbolic act that shapes the future of the enterprise. The choice of the next president determines whether the family’s legacy thrives or falters. Done right, it ensures that the business not only survives but grows stronger across generations.
The Weight of Leadership in a Family Business
Unlike corporations where leaders are chosen by shareholders or boards, family businesses face a unique challenge: balancing bloodline loyalty with professional competence. The presidency is not just about running a company; it is about carrying forward a vision, protecting family values, and steering the organization in a rapidly changing world.
For this reason, choosing the next president cannot be left to chance or favoritism. It requires careful planning, foresight, and honesty about what the business needs and who is best equipped to provide it.
Key Qualities of the Next President
When considering who should take the helm, families must look beyond titles and seniority. The next president should embody a mix of character, competence, and commitment.
1. Visionary Leadership – The candidate must have the ability to think long-term, adapting to modern challenges while staying rooted in the business’s core values.
2. Proven Competence – A track record of performance in leadership roles, whether inside or outside the family business, builds credibility.
3. Emotional Intelligence – The ability to manage relationships, resolve conflicts, and unify the family is as important as business acumen.
4. Commitment to Legacy – The president must not only seek profits but also honor the values and purpose that define the family enterprise.
5. Respect from Stakeholders – Employees, partners, and other family members should trust the new leader, recognizing their authority and integrity.
The Process of Selection
A successful transition begins long before the outgoing president steps down. Families that thrive across generations treat succession as a journey, not a one-time event.
Start Early: Succession planning should begin years in advance, giving potential successors time to prepare, gain experience, and demonstrate readiness.
Consider Multiple Candidates: Limiting the choice to the eldest child or closest relative can be risky. Evaluating several candidates ensures the best fit for the role.
Involve a Governance Body: A family council or advisory board can bring objectivity, helping to prevent decisions based purely on emotion or favoritism.
Encourage External Experience: Future leaders often benefit from working outside the family business first, gaining fresh perspectives and credibility before returning to lead.
Preparing the Successor
Being named the next president is only the beginning. To succeed, the new leader must undergo mentorship and gradual exposure to responsibility. Outgoing leaders play a crucial role in this process, guiding the successor through the intricacies of the business while allowing them to develop their own leadership style.
Training programs, leadership courses, and cross-departmental roles help successors gain a well-rounded view of the organization. Most
Most importantly, they must earn the respect of employees by demonstrating both competence and humility.
The Transition Process
The actual handover of leadership should be intentional and structured. Abrupt changes risk confusion, conflict, and instability. A smooth transition involves:
1. Clear Communication – Announcing the successor openly to employees, stakeholders, and partners builds confidence and minimizes uncertainty.
2. Gradual Handover – Responsibilities can be transferred step by step, allowing the new president to gain confidence while the predecessor remains available for guidance.
3. Empowering the New Leader – While mentorship is important, the outgoing president must eventually step back fully, giving the new leader space to make decisions and establish authority.
4. Celebrating the Transition – Marking the occasion with a formal event underscores the significance of the moment and unites the family and organization behind the new leader.
The Role of the Outgoing President
Letting go is often the hardest part. Many founders or long-time leaders struggle to release control, fearing that the next generation may not live up to expectations. Yet clinging to power can stunt growth and breed conflict.
The outgoing president’s role is to empower, not overshadow. By shifting into an advisory capacity, they can continue to contribute wisdom without undermining the authority of their successor. True legacy is secured not by holding on, but by passing on.
Conclusion: Leadership as Legacy
Choosing the next president of a family business is more than a managerial decision—it is a commitment to continuity, values, and vision. The process must be guided by foresight, fairness, and responsibility, ensuring that leadership rests in capable and trusted hands.
A well-planned transition honors the sacrifices of the past while preparing for the promise of the future. It reminds us that leadership is not only about steering a business but also about safeguarding a legacy for generations to come.
When the torch is passed with wisdom and grace, a family business does not simply change leaders—it renews its spirit, ready to thrive in a new era.
The outgoing president’s role is to empower, not overshadow. By shifting into an advisory capacity, they can continue to contribute wisdom without undermining their successor’s authority. True legacy is secured not by holding on, but by passing on.
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If you have any questions or would like to share your thoughts on the column, feel free to send an email to jca.bblueprint@gmail.com. Looking forward to connecting with you!
RICE PROCESSING FACILITY. Officials of the Department of Agriculture and members of the Cuta Multipurpose Cooperative lead the turnover of the P50-million Rice Processing Center in Barangay Pikas, Barugo, Leyte. The facility, funded under the National Rice Program 2023, is expected to improve rice processing efficiency, reduce post-harvest losses, and help boost farmers’ income in the area. (Photo courtesy of DA Eastern Visayas)
RICE PROCESSING FACILITY. Officials of the Department of Agriculture and members of the Cuta Multipurpose Cooperative lead the turnover of the P50-million Rice Processing Center in Barangay Pikas, Barugo, Leyte. The facility, funded under the National Rice Program 2023, is expected to improve rice processing efficiency, reduce post-harvest losses, and help boost farmers’ income in the area. (Photo courtesy of DA Eastern Visayas)
TACLOBAN CITY — Rice farmers in Barugo, Leyte are expected to benefit from faster and more efficient post-harvest services following the turnover of a PhP50-million Rice Processing Center (RPC) by the Department of Agriculture (DA) to the Cuta Multipurpose Cooperative in Barangay Pikas.
Funded under the National Rice Program 2023, the facility aims to improve rice processing operations, reduce post-harvest losses, and increase the income of farmers and small-scale rice traders in Barugo and nearby municipalities.
The newly established RPC is equipped with a six-ton-per-batch mechanical dryer and a rice mill capable of processing 1.8 tons of rice per hour. The project also includes a dedicated building for post-harvest handling and rice processing activities.
According to the DA, the facility will allow farmers to process and market their produce locally, helping reduce transportation expenses and improving access to better market opportunities.
During the turnover ceremony, Cuta Multipurpose Cooperative Chief Executive Officer Inocentes Aruta said the operation of the rice processing center has already contributed to increased palay buying prices in Barugo and neighboring towns.
DA Regional Executive Director Rodel G. Macapañas emphasized the vital role of cooperatives in improving farmers’ profitability, expanding market access, and protecting producers from unfair trading practices and price manipulation. He also encouraged the cooperative to support the region’s food stabilization initiatives.
The turnover ceremony was attended by Farmer Regional Executive Director Engr. Miguel Pedroso, Agribusiness and Marketing Assistance Division Chief Francis Rosaroso, local government officials, farmer leaders, and members of the cooperative.
The Rice Processing Center forms part of the government’s continuing efforts to modernize the agriculture sector, strengthen farmer organizations, and improve the rice value chain in Eastern Visayas.
TACLOBAN CITY — State weather bureau Pagasa is closely monitoring the possible development of a “Super El Niño” phenomenon as extreme heat conditions continue to affect several parts of the country.
According to Lorenn Laurente of Tacloban Pagasa, a Super El Niño may develop when sea surface temperatures rise beyond 2.0 degrees Celsius, potentially bringing more intense dry conditions and prolonged heat compared to the current El Niño episode.
Laurente warned that the phenomenon could aggravate drought conditions, worsen water shortages, and contribute to broader climate-related impacts associated with global warming.
She said the effects of a Super El Niño could be more severe than ordinary El Niño events, particularly on agriculture, water supply, and public health.
Historical data from Pagasa showed that one of the strongest recorded Super El Niño events occurred from 1877 to 1878, resulting in widespread drought and extreme temperatures that affected millions of people.
Here in the region, projected to be hit by the weather phenomenon is the province of Northern Samar.
With heat index levels continuing to rise in several areas of Eastern Visayas, Pagasa has advised the public to remain vigilant and take precautionary measures against heat-related illnesses.
TACLOBAN CITY-The Eastern Visayas State University (EVSU) has launched a new community-based initiative aimed at empowering women farmers and residents in Barangay 101, New Kawayan, this city, through livelihood and cooperative development programs.
Dubbed “Livelihood Empowerment and Values Enrichment for Ladies in the Urban Poor” (LEVELUP), the initiative is being implemented by EVSU’s School of Accountancy, Management, and Entrepreneurship (SAME) in partnership with the City Cooperative Development and Livelihood Assistance Office and the Cooperative Development Authority.
The program seeks to organize local farmers into a cooperative to strengthen community collaboration, promote sustainable livelihoods, and provide access to government assistance programs.
Darwin Navarossa, head of SAME, said the initiative aims to help residents establish a formal cooperative that can qualify for development opportunities and support from government agencies.
Under the program, EVSU faculty members and students will assist beneficiaries in preparing project proposals and livelihood plans that may qualify for funding support from agencies such as the Department of Agriculture.
If approved, the proposals may receive financial assistance for agricultural enterprises and community-based businesses.
The initiative forms part of EVSU’s continuing extension and regional development efforts. Founded in 1907, EVSU is considered the oldest higher education institution in Eastern Visayas and is mandated to provide instruction, research, and extension services in agriculture, technology, entrepreneurship, and related fields.
The LEVELUP project also builds on previous youth-led agricultural initiatives supported by the university, including student-led agri-based enterprises funded under the Young Farmers Challenge program.
TACLOBAN CITY — The Department of Social Welfare and Development in Eastern Visayas (DSWD-8) is seeking the relatives of an infant girl who was found abandoned near a beach resort in Palo, Leyte earlier this year.
The child, identified as Maria Niña Panubio, was discovered on January 17, 2026 near the embankment area of Boranday Beach Resort in Barangay Baras.
According to reports, two concerned citizens found the infant lying on the grass near a fishpond and wrapped in cloth before authorities took custody of the child.
Since then, no parent, guardian, or relative has come forward to claim the infant, prompting the DSWD-8 Reception and Study Center for Children (RSCC) to issue a public appeal for information regarding the child’s identity and family.
The agency said it continues to ensure the welfare and temporary care of the infant while efforts to trace her biological family remain ongoing.
The RSCC urged anyone with information about the child’s relatives to coordinate with Social Welfare Officer III Myla Banasta through mobile number 0908-288-7470 to discuss arrangements that would prioritize the infant’s best interests and long-term welfare.
DSWD also warned that if no family member or relative surfaces within the prescribed period, the agency may proceed with filing a petition declaring the child legally available for adoption under Republic Act No. 11642.
(BLUE REUGINE RUTHIELLE LIM NICOLAS, Student Intern, Leyte Normal University)
PAMATRON HA CALBIGA. Participants and locals take part in the colorful street dancing and cultural presentations during the Pahoy-Pahoy Festival, the highlight of the “PAMATRON: The Samar Fiesta Experience” in Calbiga, Samar.
(CALBIGA MUNICIPAL TOURISM OFFICE)
PAMATRON HA CALBIGA. Participants and locals take part in the colorful street dancing and cultural presentations during the Pahoy-Pahoy Festival, the highlight of the “PAMATRON: The Samar Fiesta Experience” in Calbiga, Samar. (CALBIGA MUNICIPAL TOURISM OFFICE)
CALBIGA, Samar – The municipality of Calbiga has highlighted its cultural heritage, strong faith, and natural attractions through the launch of “PAMATRON: The Samar Fiesta Experience,” a four-day immersive tourism program anchored on its annual Pahoy-Pahoy Festival and fiesta in honor of Our Lady of the Annunciation.
The provincial government of Samar described PAMATRON as more than a tourism activity, calling it a “homecoming of spirit” that allows visitors—referred to as “Patronizers”—to experience the traditions, hospitality, and daily life of Calbiganons.
The program reflects Calbiga’s identity as an agricultural and resilient community, while also promoting its eco-tourism destinations such as Lulugayan Falls and the Langun-Gobingob Cave System, one of the largest cave systems in the country.
Calbiga Mayor Red Nacario said the initiative is a way of sharing the town’s heritage and way of life with visitors.
Through PAMATRON, guests are immersed in a structured four-day experience featuring cultural, culinary, ecological, and religious activities.
The highlight is the Pahoy-Pahoy Festival, a thanksgiving tradition rooted in farming history, originally honoring “pahoys” or scarecrows that protected rice fields from birds and has since evolved into a vibrant celebration with street dancing, giant scarecrows, and music.
Activities include a civic parade, street dancing, food-sharing, local games, youth night, market visits, cooking demonstrations, eco-tourism trips, and religious events such as processions and Holy Mass in honor of Our Lady of the Annunciation.
The program also features community immersion activities such as visits to Lulugayan Falls and a send-off event showcasing local delicacies and cultural tokens for participants.
Tourism officials said PAMATRON is being developed as a packaged tour product in coordination with operators, allowing visitors to choose three-day, five-day, or seven-day experiences depending on arrangements and schedules.
The program was first launched in Matuguinao before being introduced in Calbiga as part of efforts to promote Samar’s cultural and eco-tourism destinations.
Choosing the next President of a family business: A Journey of legacy and leadership
One of the most defining moments in the life of a family business is the transition of leadership. Passing the presidency from one generation to the next is not only a managerial decision—it is an emotional, strategic, and symbolic act that shapes the future of the enterprise. The choice of the next president determines whether the family’s legacy thrives or falters. Done right, it ensures that the business not only survives but grows stronger across generations.
The Weight of Leadership in a Family Business
Unlike corporations where leaders are chosen by shareholders or boards, family businesses face a unique challenge: balancing bloodline loyalty with professional competence. The presidency is not just about running a company; it is about carrying forward a vision, protecting family values, and steering the organization in a rapidly changing world.
For this reason, choosing the next president cannot be left to chance or favoritism. It requires careful planning, foresight, and honesty about what the business needs and who is best equipped to provide it.
Key Qualities of the Next President
When considering who should take the helm, families must look beyond titles and seniority. The next president should embody a mix of character, competence, and commitment.
1. Visionary Leadership – The candidate must have the ability to think long-term, adapting to modern challenges while staying rooted in the business’s core values.
2. Proven Competence – A track record of performance in leadership roles, whether inside or outside the family business, builds credibility.
3. Emotional Intelligence – The ability to manage relationships, resolve conflicts, and unify the family is as important as business acumen.
4. Commitment to Legacy – The president must not only seek profits but also honor the values and purpose that define the family enterprise.
5. Respect from Stakeholders – Employees, partners, and other family members should trust the new leader, recognizing their authority and integrity.
The Process of Selection
A successful transition begins long before the outgoing president steps down. Families that thrive across generations treat succession as a journey, not a one-time event.
Start Early: Succession planning should begin years in advance, giving potential successors time to prepare, gain experience, and demonstrate readiness.
Consider Multiple Candidates: Limiting the choice to the eldest child or closest relative can be risky. Evaluating several candidates ensures the best fit for the role.
Involve a Governance Body: A family council or advisory board can bring objectivity, helping to prevent decisions based purely on emotion or favoritism.
Encourage External Experience: Future leaders often benefit from working outside the family business first, gaining fresh perspectives and credibility before returning to lead.
Preparing the Successor
Being named the next president is only the beginning. To succeed, the new leader must undergo mentorship and gradual exposure to responsibility. Outgoing leaders play a crucial role in this process, guiding the successor through the intricacies of the business while allowing them to develop their own leadership style.
Training programs, leadership courses, and cross-departmental roles help successors gain a well-rounded view of the organization. Most
Most importantly, they must earn the respect of employees by demonstrating both competence and humility.
The Transition Process
The actual handover of leadership should be intentional and structured. Abrupt changes risk confusion, conflict, and instability. A smooth transition involves:
1. Clear Communication – Announcing the successor openly to employees, stakeholders, and partners builds confidence and minimizes uncertainty.
2. Gradual Handover – Responsibilities can be transferred step by step, allowing the new president to gain confidence while the predecessor remains available for guidance.
3. Empowering the New Leader – While mentorship is important, the outgoing president must eventually step back fully, giving the new leader space to make decisions and establish authority.
4. Celebrating the Transition – Marking the occasion with a formal event underscores the significance of the moment and unites the family and organization behind the new leader.
The Role of the Outgoing President
Letting go is often the hardest part. Many founders or long-time leaders struggle to release control, fearing that the next generation may not live up to expectations. Yet clinging to power can stunt growth and breed conflict.
The outgoing president’s role is to empower, not overshadow. By shifting into an advisory capacity, they can continue to contribute wisdom without undermining the authority of their successor. True legacy is secured not by holding on, but by passing on.
Conclusion: Leadership as Legacy
Choosing the next president of a family business is more than a managerial decision—it is a commitment to continuity, values, and vision. The process must be guided by foresight, fairness, and responsibility, ensuring that leadership rests in capable and trusted hands.
A well-planned transition honors the sacrifices of the past while preparing for the promise of the future. It reminds us that leadership is not only about steering a business but also about safeguarding a legacy for generations to come.
When the torch is passed with wisdom and grace, a family business does not simply change leaders—it renews its spirit, ready to thrive in a new era.
The outgoing president’s role is to empower, not overshadow. By shifting into an advisory capacity, they can continue to contribute wisdom without undermining their successor’s authority. True legacy is secured not by holding on, but by passing on.
————–
If you have any questions or would like to share your thoughts on the column, feel free to send an email to jca.bblueprint@gmail.com. Looking forward to connecting with you!