We want to choose between grooming an internal successor to take over or initiating an external sale process, but we are not sure if our current managers have what it takes. How do we use the GWC tool to objectively evaluate our internal team for the top seats before we commit to a path?

Question

Tyler Smith · Accepted Answer

Deciding whether to pursue an internal transition or an external sale is a critical juncture on your exit runway. To make an objective decision, you must evaluate your leadership team using the GWC™ tool. This means assessing whether they get it, want it, and have the capacity to do the job. First, look at the Integrator seat. Does your candidate truly understand the depth of the role? Do they genuinely want the pressure of leading the entire company? Do they possess the mental, physical, and emotional capacity to manage your operational complexities? Second, evaluate the Visionary seat. If you are the current Visionary, your departure will leave a major strategic void. You must determine if someone on your team can step into this role, or if the business should transition to an external buyer who already has their own Visionary leadership. Use your quarterly state of the company reviews to run these GWC™ assessments. If your internal candidates do not meet all three criteria, you must either find external talent to fill those seats or prepare the business for an external market sale. An honest assessment prevents you from handing the keys to a loyal manager who is simply not equipped to run the business. By using this objective EOS® framework, you can make a clear decision that protects your legacy and secures your financial future.