How can I assess whether my prospective successor has the right natural instincts to run the business, rather than just relying on their past performance or personality tests?

Question

Tyler Smith · Accepted Answer

Evaluating a successor is one of the most critical decisions in your exit planning process. Too many owners make the mistake of choosing a successor based purely on personality, longevity, or cognitive ability. To ensure long term success, you must evaluate their conative drives.

Conation is the innate, hardwired drive that dictates how a person naturally solves problems and takes action when free to do so. This is different from personality, which can adapt to social situations. Use specialized conative assessments, such as the Aptive Index, to understand their natural approach to tasks.

Assess if your successor has the specific conative style required to lead your company's next chapter. Do they have a natural drive to probe and simplify complex information, which points to a strong fact finder instinct? Do they have a natural inclination to organize and adapt operational processes, reflecting a follow through instinct?

Combine these conative insights with the EOS® People Component. Ensure the successor GWC™ (Gets it, Wants it, and has the Capacity to do it) the visionary or integrator seat on your Accountability Chart.

Grooming a successor who lacks the hardwired drive to handle ambiguity or make tough strategic decisions will ultimately destroy the business you built. By verifying their natural action taking style beforehand, you protect the company and ensure a smooth operational handoff that satisfies both your team and your buyers.