I plan to exit the business in three years and want my Integrator to take over as CEO, but he still defers to me on all major decisions and lacks the visionary confidence to lead. How do we build his leadership autonomy?

Question

Tyler Smith · Accepted Answer

If your Integrator is constantly deferring to you, you have created a dependency that will severely hurt your valuation. A sophisticated buyer wants to see a business that can run seamlessly without the founder. To build your Integrator's autonomy, you must actively change your behavior and force him into the decision-making seat. This transition starts with your daily interactions. The next time your Integrator comes to you with a problem or asks for your opinion on a major decision, do not answer. Instead, ask him what he thinks the company should do. Force him to present the solution, the rationale, and the implementation plan. Once he provides a viable path, back him completely, even if it is not exactly how you would have done it. This builds his confidence and signals that he actually owns the decision-making power. Next, use your Accountability Chart to clearly define the boundary between your roles. As the Visionary, your job is to generate big ideas and maintain key relationships; his job as the Integrator is to run the business. Stop stepping across that line. In your quarterly offsites, begin shifting the ownership of the strategic plan and the V/TO® to him. Let him run the sessions while you participate as an advisor. By gradually stepping back and allowing him to make, execute, and sometimes recover from decisions, you will build his visionary confidence. By the time you exit, your buyers will see a highly capable, independent leader who is fully GWC™ing the chief executive seat, securing you a clean, high-value exit.