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Small family firms represent the predominant organizational form in Canada. They are perceived to be crucial to the development and growth of the Canadian economy. Despite this, scant attention is given to the study of human resource management practices in the specialist family business literature. A key human resource issue in family firms, which has been documented as a potential source of problems, is succession, selection and training. The objective of this research is to explore the qualities that are considered critical to an effective family business successor and discuss the crucial role that education and training could have in enhancing the qualities and skills of a successor. Results suggest that three factors are critical to an effective human resource strategy concerning the selection process of a successor. These include the successor's capacity to lead, his/her managerial skills and competencies, and the willingness and commitment of the successor to take over the family business and to assume a leadership role.