Succession in a family business is a profound strategic change, not a simple generational formality. The successor must act as an agent of change with their own vision that renews the business project. The process requires an honest diagnosis to determine whether the company needs incremental adjustment, evolution, strategic reorientation or profound transformation. Leadership is built by activating levers such as People, Processes, Structures, Culture, Strategy and Relationships, and is sustained by attitudes such as active humility, determination and trust (based on competence, integrity and benevolence). Resistance is inevitable (from the founder, family, managers or the successor themselves), but it can be effectively managed using the PROMPT model (Persuasion, Resources and Organisation, Movement, Politics, Timing), allowing the successor to move forward with legitimacy and purpose.