Succession planning in small and medium-sized enterprises (SMEs) is a critical challenge that can determine the sustainability and growth of a business. This study explores the application of Q-methodology to assess the alignment of perspectives between incumbents and successors during the succession process in SMEs. Through a qualitative analysis of case studies from three different organisations, the research evaluates how the convergence of opinions impacts the success of leadership transitions. The study combines narrative analysis with Q-methodology, enabling both qualitative and quantitative insights into succession dynamics. Data were collected through semi-structured interviews with incumbents and successors, followed by Q-sorting exercises to map opinion alignment. The results reveal varied outcomes, showing that a high degree of opinion alignment does not always guarantee successful transitions. This is demonstrated in the museum case, where the transition was less successful despite exhibiting the highest level of opinion convergence. Conversely, the electrical components company, which had lower alignment, experienced a smoother transition, highlighting the importance of structured succession planning alongside opinion convergence. The findings suggest that while opinion alignment is a factor, successful succession also relies on the preparedness of both parties and a well-structured process that addresses interpersonal issues. This research contributes to the literature on SME succession by demonstrating the utility of Q-methodology in analyzing leadership transitions and by providing insights into the complexities of opinion alignment and its role in successful succession planning.