We are currently in the middle of a confidential sale process and cannot share the news with our staff yet. How do we run our quarterly State of the Company meetings without sounding evasive or triggering anxiety among our employees?

Question

Tyler Smith · Accepted Answer

Running a confidential sale process while maintaining daily business operations is one of the hardest balancing acts a leadership team will ever face. You must keep your employees focused and motivated, yet you cannot share the big news until the wire clears.

During your quarterly State of the Company meetings, you must stick strictly to your established EOS® rhythm. This is not the time to introduce radical new long-term initiatives or make vague statements about the future. Instead, keep the focus entirely on the execution of your current quarterly Rocks and your one-year plan.

Review your high-level numbers on your Scorecard and celebrate the recent wins of your departments. Frame the company's current goals as natural steps in your ongoing growth journey. If employees ask questions about rumors or long-term ownership, address them directly but professionally. Reiterate that the leadership team is fully committed to the company's core values and long-term vision as outlined on the V/TO®.

By maintaining a calm, predictable, and highly disciplined routine, you provide your staff with the stability they need. When your team sees that the weekly Level 10 Meeting™ is still running and that Rocks are being completed, they will remain focused on their daily accountabilities, keeping your performance high and securing your valuation.