We are in the final year of our exit runway and have a mountain of transaction preparation tasks to complete. How do we manage these exit tasks without cluttering our weekly Level 10 Meeting issues list?

Question

Tyler Smith · Accepted Answer

Your weekly Level 10 Meeting™ is sacred. It is designed to keep your operating business healthy and focused on your current V/TO® goals. If you allow complex exit preparation tasks, legal reviews, and financial cleanup discussions to dominate your agenda, your daily operations will suffer, and your EBITDA will drop at the worst possible time.

To prevent this, separate your exit preparation from your weekly operations. Create a specific, dedicated Exit Readiness Issue List that is only addressed outside your standard leadership meeting.

Assign your exit runway tasks as individual quarterly Rocks. For example, cleaning up your contract repository or organizing historical corporate minutes should be treated as a major corporate priority with a single owner on the Accountability Chart.

If an exit-related issue is bottlenecking daily operations, use the IDS® process to resolve it quickly during your weekly meeting, but do not let it derail the overall agenda. If the leadership team needs to review sensitive transition documents, schedule a separate, bi-weekly transaction meeting specifically for those topics.

By keeping your weekly Level 10 Meeting™ focused purely on operational execution, you protect your company performance. A healthy, growing business is your greatest leverage in negotiations, and keeping operations completely distinct from transaction logistics is the only way to protect that value.