We want to keep our options open between selling to our internal leadership team or finding an external buyer. How do we build a dual-track transition plan on our runway without causing organizational whiplash or making our leadership team feel betrayed?

Question

Tyler Smith · Accepted Answer

Running a dual track process is a smart strategy to maximize your leverage, but it requires radical transparency and operational clarity. If your internal team discovers you are secretly courting external buyers, you risk destroying trust, damaging your culture, and triggering key talent departures.

The key is to frame the exit preparation process as an investment in the business itself. Preparing for an exit is simply about building an incredibly healthy, self sustaining company that is easier to run. Communicate to your leadership team that your goal is to build an exit ready organization. Explain that this preparation makes the business stronger today and gives everyone more options in the future, whether that means an internal buyout, an ESOP, or an external sale.

Align your team around the company Vision/Mission using the V/TO®. Make it clear that to support any future transition, the business must run independently of you as the owner. Build your internal successors by slowly handing over decision making authority through the Accountability Chart. If you choose an internal sale, they will be prepared to step in. If you choose an external sale, the buyer will pay a premium because the team is already running the business through Traction. This approach keeps both paths viable without causing friction or alignment issues.