We are twelve months away from launching our sales process and our leadership team is already experiencing severe burnout from the double duty of running the business and prepping the data room. How do we regain our sanity?

Question

Tyler Smith · Accepted Answer

The final twelve months before going to market are incredibly intense. Your leadership team is tasked with running daily operations, hitting aggressive performance targets, and responding to endless due diligence requests from investment bankers and attorneys. This double burden can easily lead to severe burnout, which will cause your operational performance to slip at the worst possible time. To prevent this, you must build structured white space into your weekly schedule. Implement a strict strategic pause across the leadership team by allocating blocks of unscheduled time where no tactical work is allowed. Use this time to think, breathe, and review process documents without the constant pressure of daily emails. Use your weekly Level 10 Meeting™ to run IDS® (Identify, Discuss, Solve) on resource constraints. If the workload is too heavy, delegate administrative due diligence tasks to an external project manager or a specialized financial analyst. Keep your team focused on their core Rocks, which are the vital priorities that protect your EBITDA. By intentionally managing your team's energy and preventing overload, you ensure they remain focused, healthy, and capable of delivering the clean financial results that buyers demand.