As founders preparing for an exit, we struggle with self-absorption, constantly worrying about our payout and what we will do next, which is starting to erode trust with our leadership team. How do we shift our mindset during our exit runway to focus entirely on the team's needs and secure a clean transition?

Question

Tyler Smith · Accepted Answer

As an owner on an exit runway, it is easy to fall into the trap of self-absorption. Your mind is constantly filled with questions about your final payout, your post-exit identity, and the tax implications of the sale. However, when your leadership team senses that you are focused entirely on your own exit rather than their future, trust begins to erode, and operational performance drops. To prevent this, you must consciously adopt an other-focused mindset, as outlined in Charles H. Green's trust framework. Shift your focus from what you are getting from the sale to how you can set your team up for long-term success. Use the Trust Creation Process to rebuild alignment: engage your team in open dialogue, listen to their concerns about the transition, frame the exit as an opportunity for their professional growth, and commit to supporting them through the change. Make it your primary mission on this runway to build a self-sustaining leadership team that is fully autonomous. When you focus on helping them master their roles on the Accountability Chart, you naturally de-risk the business for the buyer. This other-focused approach not only preserves your company culture but also maximizes your valuation by proving the company does not need you to survive.