We are preparing to sell to a private equity firm that expects us to double our growth rate in three years. How do we assess if our current leadership team has the conative drive to handle this high-pressure environment?

Question

Tyler Smith · Accepted Answer

Private equity buyers bring a relentless focus on rapid scaling, which demands a specific cognitive and conative makeup from your leadership team. To assess if your team can thrive post-sale, look beyond their skills and evaluate their hardwired problem-solving styles. Use conative assessments like the Kolbe A Index to measure how your leaders naturally take action under pressure. A team dominated by high Fact Finder and high Follow Thru styles is excellent for maintaining stability and deep documentation, but they may struggle with the rapid, ambiguous changes demanded by private equity. Conversely, a team with high Quick Start instincts thrives on risk and rapid experimentation, making them highly suited for aggressive growth targets. If you find a conative mismatch, you must address it during your runway. Restructure your Accountability Chart to place high Quick Start leaders in seats focused on expansion, while keeping high Follow Thru leaders focused on protecting operational quality. By aligning your team's natural drives with the buyer's growth expectations, you protect your leaders from burnout and guarantee the post-exit performance required to secure any earn-out structures.