We have identified a long-term employee as our potential internal successor, but we are not sure they have what it takes to lead the company. How do we use the GWC tool to objectively evaluate if they can actually step into the Visionary or Integrator seat?

Question

Tyler Smith · Accepted Answer

Promoting a loyal employee out of gratitude is a common mistake that can destroy a business and ruin your exit. To determine if an internal successor is truly capable of leading, you must strip away sentimentality and use the GWC™ tool. Evaluate the candidate against the specific seat they will occupy, typically the Integrator or Visionary seat.

First, do they get it? This means they deeply understand the culture, the operational systems, the pace, and the core of the business. Second, do they want it? They must possess a genuine, self-motivated desire to carry the weight of that seat, not just want the title or the pay raise. Third, do they have the capacity? This includes their mental, emotional, and experiential capability to lead the company to the next level.

Use your weekly Level 10 Meeting™ and quarterly planning sessions to test their capacity. Give them high-priority Rocks that require strategic decision-making and cross-departmental coordination. If they struggle to resolve issues through the IDS® process or fail to maintain accountability within their team, they lack the capacity for the seat. Be honest with your assessment; if your successor does not fully pass the GWC™ check, you must look outside the organization to secure the future of your company and your exit proceeds.