lev-os Managing Next Generation Planning
Structures next-generation wealth education and involvement programs, coordinating financial literacy curricula, governance participation tracks, and responsibility milestones across rising-generation family members.
When To Use
- A wealth management team is designing an education program for heirs or rising-generation family members
- A family office needs to assess readiness of next-gen members for governance roles, trust distributions, or investment committee participation
- Advisors are building age-appropriate financial literacy milestones tied to wealth transfer timelines
- A family is onboarding young adults into understanding existing trust structures, investment portfolios, or philanthropic vehicles
- Preparing next-gen members for participation in family meetings, investment reviews, or foundation board service
Inputs To Gather
- Family demographics: Ages, education levels, career stages, and current financial literacy of each rising-generation member
- Wealth structure overview: Trust types, distribution triggers, governance documents, investment vehicles, and philanthropic entities the next generation will eventually interact with
- Family values and mission: Any existing family mission statement, charter, or governance document expressing values around wealth stewardship
- Current education efforts: Prior financial education, mentorship arrangements, internship programs, or family meeting participation already in place
- Timeline drivers: Upcoming trust distributions, age-based triggers, governance succession dates, or wealth transfer milestones that create urgency
- Advisor team: Wealth advisors, trustees, family therapists, estate attorneys, and other professionals involved in next-gen development
Workflow
Profile each rising-generation member
- Document age, education, career stage, personality assessments (if available), and current engagement with family wealth
- Categorize into development tiers: foundational (under 18), emerging (18-25), transitioning (25-35), and active steward (35+)
- Note any known concerns: disengagement, overspending patterns, career uncertainty, or family conflict
Map learning objectives to wealth structure
- For each tier, define concrete competencies: budgeting basics, understanding trust documents, reading investment statements, evaluating philanthropic grants, participating in governance votes
- Align objectives with actual family vehicles — e.g., "Understand the terms of the 2018 dynasty trust" rather than generic "learn about trusts"
- Identify which advisors or family leaders are best positioned to teach each topic
Design the education program
- Build age-appropriate curricula with specific modules, timelines, and delivery methods (workshops, mentorship sessions, experiential learning, simulated investment exercises)
- Include experiential components: shadowing investment committee meetings, managing a small discretionary fund, serving on a junior philanthropy board, attending advisor reviews
- Schedule progressive milestones that gate increased responsibility — e.g., completing a financial literacy module before receiving discretionary distribution access
Structure governance participation tracks
- Define a pathway from observer to voting participant in family governance bodies
- Specify prerequisites for each level: meeting attendance requirements, education completions, age thresholds [VERIFY against trust documents and family governance charter]
- Create mentorship pairings between senior family members and rising-generation participants
Establish accountability and assessment
- Set measurable checkpoints: completion of modules, demonstrated competency in advisor meetings, feedback from mentors
- Design periodic readiness assessments for major transitions (first trust distribution, board seat eligibility, investment authority)
- Build in feedback loops — rising-gen members should have input channels to shape the program
Compile the next-generation planning report
- Summarize each member's current profile and development tier
- Present the education program with timelines, responsible parties, and milestone gates
- Include governance participation roadmap with prerequisites and target dates
- Flag any timing risks (e.g., distribution trigger approaching before member has completed readiness program)
Output
The deliverable is a Next-Generation Planning Report containing:
- Member profiles: Individual assessments with current tier classification and key development needs
- Education program: Structured curriculum with modules, delivery methods, responsible advisors, and completion timelines for each tier
- Governance roadmap: Participation pathway from observer to active steward with prerequisites and target dates
- Milestone schedule: Calendar of education completions, readiness assessments, and governance transitions aligned with wealth transfer timelines
- Risk flags: Members approaching distribution triggers without adequate preparation, disengagement concerns, or gaps in advisor coverage
- Recommended next steps: Immediate actions (within 90 days), near-term program launches, and annual review cadence
Quality Checks
- Every rising-generation member is individually addressed — no member is left without a development path
- Education objectives reference actual family wealth structures (specific trusts, entities, vehicles) rather than generic financial concepts
- Milestone gates align with real distribution triggers and governance dates [VERIFY against trust documents and family charter]
- Program includes both technical competency (reading statements, understanding tax implications) and soft-skill development (decision-making, family communication, stewardship values)
- Readiness assessments are defined with specific criteria, not vague "when ready" language
- The plan identifies who is responsible for delivering each component (advisor, family member, external educator)
- Privacy and sensitivity considerations are addressed — individual assessments should be shared appropriately, not broadcast to all family members
- Annual review cadence is specified to keep the program current as members age and circumstances change