As a business owner — whether a 100 percent owner or part owner — it’s important to recognize that your business needs to be accounted for as part of a good estate plan.

Of course, everyone should have an estate plan in place to cover the distribution of assets and take care of family or loved ones. But, for a business owner, additional thought needs to be given to the operation and future success of the enterprise.

Here are four areas in which a business owner’s planning is unique:

If you’re a business owner and you are thinking about retirement, then you need to start thinking about succession planning. It’s critical to the best interests of your family and your finances. It’s also critical to the success of your successor.

A 2022 MassMutual study indicates that only 8 percent of business owners have a completed the process of developing written succession plan. Equally troubling is the fact that about one in four successors, those that the owner has targeted to take over his or her company, do not know that they are in the succession plan.

Think about where you sit on your company’s organizational chart.

• Are you at the top and all your key managers and employees cascade like a waterfall underneath?

• Or are you stuck in the middle and everyone and everything simply orbits around you?

If the answer is the latter, then you most likely have an owner-dependent business.

Owner dependency is one of the bigger risks that exist in small businesses today. And most likely the reason you won’t receive full value for your business when the time comes to sell, assuming you can even sell it at all.

Being a parent, especially a new parent, can certainly be stressful. Many moms and dads struggle to get enough sleep, manage mealtimes, help with homework, and make sure their kids get to school and all their extracurricular activities on time, all while juggling their own careers or supporting a spouse’s career. And employees who bring stress from home into the office can’t do their best work. So, what can employers and businesses do to make balancing kids and career easier by providing a great workplace for parents?

They can adopt policies that act to the mutual advantage of both their workers and themselves. These can cover areas like:

• Location and schedule flexibility

• Robust leave policies

• Useful insurance options

We’ve all heard stories of contested wills and disinherited ne’er-do-wells among the rich and famous. Hollywood has used this storyline countless times, creating a motive for the bad guy or a righteous quest for good. It makes for great theater and even better supermarket tabloid headlines, but for the rest of us, it’s something we actively seek to avoid.

In theory, providing equal shares of your estate to your children is a case of simple math. Add up the assets and divide by the number of kids. But the problem for business owners is that the business, often the estate’s largest asset, is illiquid. There’s no cash to divvy up. And if the business is to be passed down to the next generation — specifically to those actively involved in the business — how do you make the others "whole" while keeping the business in one piece?

Before you embark on a strategy to make your business more valuable and transferable, be sure to identify and correct the risks that might threaten your company’s success.

“All of that work is futile if you don’t de-risk the business first,” said Brian Trzcinski, the director of business market development at MassMutual. Look for red flags that can indicate potential threats and take action to help eliminate any that may interfere with your plans to grow and monetize your business.

Baby boomers own approximately 4.5 million businesses with employees in the United States, and it’s estimated that 70 percent of these owners will be retiring over the next decade. According to the 2022 MassMutual Business Owner Perspectives Study, 60 percent of today’s owners say selling their businesses is their preferred exit strategy.

The problem? Historically, 75–80 percent of businesses that get put up for sale never sell.

So why do so few businesses transact? Simple. The business (and the owner) isn’t ready.

There’s one question many small business owners ask themselves everyday: “What is the true value of my business?”

It’s an important question because, whether you realize it or not, the value of your business will have a big impact on both personal and professional aspects of your life. So, knowing the answer is vitally important.

When it comes time to sell or transfer your business, what is the best way for you to do it? You have several options at your disposal, from giving it away, to going public, to doing nothing. Each comes with its own rewards, and pitfalls, that you should take into account as you develop your business succession and estate plans.

Employee retention is critical to a healthy, well-functioning business. That’s because employee turnover costs you — in terms of money, productivity and morale.

So how do you hang on to the good employees? Sure, there are some things that as employers you can’t control. But you have a larger influence than you may think.

The Supreme Court recently ruled that life insurance proceeds received by a corporation to cover the repurchase of the deceased shareholder’s stock interest must be included in the value of the corporation for federal estate tax purposes. Those proceeds are not offset by the corporation’s obligation to repurchase the deceased shareholder’s stock.

Issues arise when business owners don’t face the fact that one day they won’t be around to run their business. While many owners have their children’s best interests in mind, their intentions and visions don’t always necessarily align with the reality as seen through the next generation’s eyes. A lot of it has to do with transparency, reasonableness, communication, and a willingness to compromise for the future success of the business and the continued harmony in the family.

You have built your business with the hopes that it will withstand the test of time. Unfortunately, there are a lot of elements out of your control that can affect the success of your business such as death or disability. It is possible to plan for these contingencies and ensure that both your business and the well-being of your family are able to survive an unforeseen event.

One day you’ll sell your business or transfer it to the next generation. You have a succession plan, so you have a good idea who will be eventually taking over, when the planned sale or transition will take place, and how much money you will have after the deal closes.

Regardless of when you plan to sell the business and to whom, it’s important to put a strategy into place now, for how you will manage the proceeds from the sale. This is especially important when the sale of the business is the culmination of a career, and the beginning of your retirement.

Here’s an interesting juxtaposition: According to the 2022 MassMutual Business Owner Perspectives Study, the top goal for business owners upon exiting their business is to maintain their current standard of living in retirement; yet, transitioning ownership when the business owner is ready to retire is ranked last in terms of importance and priority.

What might be the explanation for this? It could be because:

— Nearly half of the business owners we surveyed either plan to work in their business beyond 10 years from now or they have no idea when they plan to retire.

— Two-thirds are waiting for the right buyer to come along.

— Most say it will be an almost even split between funding retirement with both the business and the assets outside the business.

Businesses go through several stages. When they reach the growth stage, they may require additional financing above and beyond what the owner has saved or what friends and family can offer. These improvements may include increasing inventory, retooling existing or purchasing new equipment, expanding the building, or developing a new market.

In fact, a recent Forbes Advisor survey sought to identify how business owners used funds from their business loans. The most common use of the funds was for business expansion, with 42 percent selecting this option. Equipment purchases came in second, cited by 29 percent of respondents, followed closely by marketing and advertising, business franchising, and commercial real estate purchases/remodeling.

Imagine if a key employee were to become seriously sick or disabled. Maybe it’s your top salesperson or an employee who has been with you since the beginning. In addition to the potential impact to your business, the financial impact to that employee’s family and loved ones could be devastating. In a scenario like this, you might choose to continue paying that employee’s salary while they recover.

However, doing so is not quite as simple as you may think. The IRS will not consider the salary you pay while your employee is ill or injured to be a “wage,” since they are not actually working. This means you can’t deduct the wages from your company’s taxes or claim them as a business expense.

As a business owner, you know what it means to be the boss, from managing employees, to winning new business, to paying the bills. But these aren’t the only things you’re in charge of. You’re also the boss when it comes to your personal financial plans for retirement. And if eventually selling your business (or your shares, if the business if jointly owned) is part of your retirement plan, you’ll need a good handle on what your business is worth at any given time.

Whenever I talk about the importance of properly funding buy-sell agreements and succession plans for businesses, I always think back to the “rental car” episode of Seinfeld.

Business owners and their advisors are good at putting resources toward drafting agreements, but it’s the funding of those agreements that is the most important part. And that’s often where the process breaks down.

It may be hard to imagine right now, but when you think about it, odds are that the business you’ve worked so hard to create will be owned by someone else in the future.

Eventually, you will either give up the helm voluntarily before or when you retire, or involuntarily as the result of an unexpected event.