Careful succession planning is key to ensuring harmonious business alignment and teamwork is not disrupted.

It will also help ease the level of tension and stress among your senior management during the period of change.

Differences of opinion, questions of succession and seniority and working relationships are important considerations in the planning process.

Problems can also arise when the nature of different management roles themselves are perceived to be under threat.

Performance is also a key issue for any business, so a documented and well-considered succession plan will help avoid accentuating weaknesses in key management relationships that could impact on business performance.

Just because everyone else notices there is a problem does not necessarily mean the people most closely involved will recognise them. It is wise to get expert advice and counsel to ensure an objective view is taken. It is all too easy for a business leader to underestimate the impact their behaviour can have on the climate of the organisation -especially in a close-knit family business.

Full consideration of succession and acknowledgement of problem areas will help ensure the strategic direction of the business remains fully on track.

Drawing up job profiles can help to clarify exactly what is expected from each party, particularly where roles may have changed.

They can also help demonstrate how personal accountabilities are linked to the operating model of the business.

Once senior roles have been analysed and defined, those managing the business should take care to communicate and encourage feedback from fellow workers - all of which can help bring the family working relationship back on an even keel.

Dysfunctional relationships in a family business do not inevitably have to lead to division; and those with senior roles should not assume that they are above everyone else in their organisation in the need for learning and change.

The need to provide staff with clarity and to take accountability is no different for a family business, but the stakes are usually higher as it's hard to keep conflict in the office when personal relationships are involved. Nevertheless, if a well-directed team approach is taken, these relationships can be enhanced, and the business will be all the better for the change.

* Rick Warburton is managing partner at Yorkshire Bank's Tees Valley Financial Solutions Centre.