We are running the Succession Accountability Chart exercise to prepare for our exit, but we are struggling to define the difference between our current leadership seats and the future seats we need to build for the transition. How do we map these out clearly without confusing the team?

Question

Tyler Smith · Accepted Answer

The Succession Accountability Chart is a powerful tool to reduce owner dependency, but it requires you to run two parallel exercises. First, you must have your current Accountability Chart completely finalized and functioning. This represents your operational reality today.

Second, you create your future-state Succession Accountability Chart, which is typically looking twelve to twenty-four months out. On this future chart, you define the ideal structure needed to sustain the business after you exit. You define the seats and roles first, completely empty of names, to ensure the structure is built for the business's success, not the current people.

Once the future seats are defined, you use the succession exercise to identify potential internal candidates for each seat, categorizing them as ready-now, near-term, or long-term prospects. If you find gaps where no internal candidate GWAs the future seat, you know you must plan for an external hire.

Keep these two charts distinct so your team understands what is expected of them today versus what skills and leadership capabilities they need to develop to step into those future seats as you prepare the business for sale. This clarity reduces anxiety and gives your team a clear path for professional growth.