JAN/FEB 26 | Vol.39 | No.1
THE VOICE OF THE GREATER ROCKFORD BUSINESS COMMUNITY
STEPPING BACK AND STEPPING UP
How local, family-owned businesses handle leadership changeovers BY CHRISTINE HAND, MANAGING EDITOR
Peter and Steve Schmeling of Schmeling Construction Co. For family-owned businesses, leadership transitions are among the most pivotal moments in a company’s lifecycle. Unlike publicly traded firms, these transitions are deeply personal, blending business strategy with family relationships, legacy, and identity. We asked local businesses— Forest City Gear, LaMonica Beverages, Schmeling Construction, and Trekk Design—to share best practices from their own generational leadership transitions.
START THE PROCESS NOW One of the most common mistakes family businesses make is waiting too long to discuss succession. Leadership transitions should not be a single announcement but an ongoing dialogue that begins years in advance. Early conversations allow family members, employees, and stakeholders to align expectations. “You have to start early and work on it continuously,” said Steve Schmeling, fourth generation president and CEO of
Schmeling Construction Co., a founding member of the Greater Rockford Chamber of Commerce (GRCC). “It takes time; it really does. And if you think you can accomplish it in two or three years, you’re sadly mistaken.” PREPARE THE NEXT GENERATION Future leaders need more than a title; they need experience, credibility, and trust. This often means giving nextgeneration leaders opportunities to work outside the family business, manage teams,
or lead strategic initiatives before taking the top role. Shayne Terry and Emilee Christianson are co-owners and COO and CEO respectively at Trekk Design, an agency started by Terry’s mom, Laura Bennett, and Christianson’s dad, MJ Anderson. “When my mom knew she was looking at retirement, she asked me, Emilee and a couple of other people to become managing directors of the company so that she could start to step back,” Terry said. CONTINUED ON PAGE 5
COMMUNICATE CHANGE WITH CONFIDENCE AND CARE
Selling your business is a new chapter, not the end of the story PAM MAHER, KMK MEDIA GROUP
For many business owners, selling a company is not just a financial transaction—it’s a deeply personal milestone. Businesses are built on years of relationships with employees, customers, vendors, and the broader community. When ownership changes, how that transition is communicated can make all
the difference in preserving trust, stability, and goodwill. We’ve worked with many companies over the last three decades to guide them through the communication and marketing aspect of the sale. Effective communication bridges cultures, alleviates concerns, and communicates changes in leadership and
operations impacting a positive or a negative perception among employees, clients, and the community. PLAN BEFORE YOU ANNOUNCE Once a sale is finalized or disclosure is permitted, communication should be intentional and well-timed.
Owners should coordinate messaging with legal advisors and the acquiring party to ensure accuracy and consistency. In most business communities, news travels quickly, so preparation is key. Before any announcement, determine:
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IN THIS ISSUE START YOUR YEAR ON THE RIGHT PATH By Jenny Redington, Stillman Bank Page 11
DO MY EMPLOYEES EVER HAVE TO BE AT WORK? Samuel J. Castree, Staff Management, Inc Page 13
GRCC OPPOSES PROPOSED 1% COUNTY SCHOOL FACILITY SALES TAX Page 21
TRAVEL AND LIVABILITY SUCCESSES IN 2025 By John Groh, GoRockford Page 22
THE VOICE IS PUBLISHED BY THE GREATER ROCKFORD CHAMBER OF COMMERCE FOLLOW US:
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