How do I use conative assessments to ensure my chosen successor has the hardwired drive to sustain the business after I exit?

Question

Tyler Smith · Accepted Answer

When preparing an internal successor, you cannot rely solely on personality or technical skill. You must evaluate their conation, which is their hardwired, instinctual drive for taking action. A successor might be highly intelligent and deeply loyal, but if their natural work style does not match the demands of the seat, they will struggle or burn out.

Use conative assessments, such as the Aptive Index, to understand their innate tendencies. For example, an Integrator seat requires a high Follow Thru instinct to organize, systematize, and execute plans consistently. If your successor has a low Follow Thru and a high Quick Start instinct, they may constantly start new projects without finishing them, causing chaos in your EOS-driven operation.

Conversely, if the business needs to pivot and find new markets post-exit, a successor with a high Fact Finder and Follow Thru but low Quick Start might struggle to take the necessary risks. You need to match their natural pace and approach to tasks with the strategic direction of the business.

Do not try to change their hardwired drives; conation is stable over time. Instead, align their role to match their natural strengths. My recommendation is to assess your entire leadership team's conative profiles before designating a successor. Use this data to structure the successor's seat on the Accountability Chart and build a supporting team that balances their natural instincts.