A natural part of the exit planning conversation is also succession planning. The two go hand in hand.
If you’ve ever dreamed of replacing yourself in the business, here are a few hard-earned insights I’ve developed over the years as I’ve helped leaders make this transition:
Succession isn’t about replication. It’s about elevation.
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Tenure doesn’t equal readiness. The longest-serving /surviving exec might not be your best successor. Loyalty important, sure – but capability wins.
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Different doesn’t mean deficient. Your successor’s style may differ from yours. It most likely will, hence why you two worked so well in the past. This is not a bad thing and most certainly isn’t a threat. Rather an opportunity to infuse a different energy into the business. Maybe one that’s well needed.
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Respect is critical. Without it, their effectiveness will be capped.
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They are mortal. Plan for their successor too. That’s real stewardship.
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Comp needs to match context. Different values, stages, and incentives may apply. Align on future outcomes, not past structures and formulas.
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Ownership mindset is non-negotiable. If they’re waiting for the ball, they’re not the one. You want a quarterback, not a receiver.
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Think systems, not silos. They must see the whole board – not just their piece. Cross-functional fluency is also non-negotiable. At this level it’s about the big picture.
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Better than you is the bar. But if they’re 90% as good and the org still thrives – that’s a win.
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Co-creation is required. This isn’t a handoff. It’s a build-with process: enrollment, iteration, authorship.
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It might not work. That’s reality. Have a plan for that too.
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It might work. And if it does, you’ve just bought yourself freedom, legacy, and peace of mind.
Succession done well beats the alternative.
Poll Results: The results are in from last week’s survey:
Song of the week…
Tim Martinez
“The Inside Man”
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