The transition to the next generation has been one of the main impediments to family businesses trying to establish a multigenerational enterprise. For many family businesses, this transition can be rocky (and often unsuccessful) due to the next generation’s lack of exposure to the business and last-minute succession planning.

A recent article from the Wall Street Journal titled “A Young Generation Goes to Work for Mom and Dad Inc.” suggests, for a host of macro and microeconomic reasons, the next generation is more interested in working for the family business than we have seen in recent history.

While this shift is a positive sign for family businesses, the influx of next gens working in the family business will not fix the transition issue on its own. As more members of the next generation express interest in the family business, proactive succession planning and next generation engagement will be more important than ever to keep them involved and prepare them for the transition to come.

Here are a few ideas for enhancing communication and connecting with the next generation of your family business.

Consistency

Fostering a sense of responsibility among the younger generations of family owners starts with opening a clear and consistent line of communication. Establishing expectations and providing regular communication early on can enhance positive engagement and enable family shareholders to feel up-to-date and aware of any relevant developments.

Clarity

The benefits of consistent communication are negated if the communication is unclear. Instead of sending a spreadsheet full of financial jargon and seemingly irrelevant metrics, family business leaders should aim to highlight what matters about the financial results of the business in a clear and concise narrative. While it may require slightly more time on the front end, prioritizing clarity in communication will promote understanding and engagement among family shareholders.

Objectivity

Communication, especially that pertaining to financial results, must be balanced and objective to resonate with next-gen family members. As tempting as it may be to shield the next generation by downplaying adverse events impacting the business, this habit may undermine the credibility of future communication. Maintaining a consistent, clear, and realistic line of communication with the next gen will allow them to feel engaged, be informed, and remain objective when the time comes for them to lead the family business.

Adaptation

It is important that family business leaders recognize the differences in how members of the next generation and members of the more senior generations act and think. While certain styles of shareholder communication may have worked in the past, the next generation of family members may benefit from different delivery mechanisms. Family business leaders must find creative ways to adapt to the new communication style of the next generation in order to promote understanding and drive interest in the family business.

Remember, you can’t have a multigenerational family enterprise without the next generation being willing and able to carry the business into the future. It may take time for the next generation to engage with the business, learn the ropes, and develop the business acumen of the current generation in charge. But when done thoughtfully, the family business’s communication can promote engagement and prepare the next generation to become deliberate and well-informed stewards of the family enterprise.