Prepping for an exit is starting to feel like a second full-time job for my leadership team, and operational performance is slipping. How do we manage this deal fatigue?

Question

Tyler Smith · Accepted Answer

Deal fatigue is a major threat to your valuation. When your leadership team is consumed by compiling data and answering buyer questions, they lose focus on running the business, causing revenue and profit to dip at the worst possible moment. To combat this, you must compartmentalize the exit process. Use your EOS® structure to delegate exit-related tasks as specific quarterly Rocks, ensuring they do not bleed into daily operations. Limit the number of leadership team members who are directly involved in the transaction details, keeping the rest of the team focused on their standard weekly scorecards and Level 10 Meetings. Maintain your operational discipline above all else. If your metrics begin to slip, pause the exit tasks and run them through your IDS® process to resolve the bottlenecks. Your primary goal is to keep the core business machine running at peak performance, as any drop in profitability during the transaction process will give the buyer immediate leverage to renegotiate the purchase price.