We want to implement the Succession Accountability Chart exercise from the Step by Step Exit framework, but we do not know how to handle the conversations with employees who are flagged as near-term successors without making premature promises. How do we navigate this?

Question

Tyler Smith · Accepted Answer

When you implement the Succession Accountability Chart exercise from the Step by Step Exit framework, you identify key-person risks and map out future successors.

However, communicating this to your team can be a minefield if you make premature promises about future promotions.

To handle these conversations safely, you must manage expectations with absolute clarity. Never promise a seat or a promotion to anyone.

Instead, frame the conversation around professional development and business continuity. Let the employee know that you see great potential in them and want to help them grow their capacity and skills.

Explain that as the company scales, new opportunities and seats will open up, and you want to ensure they are prepared to compete for those roles when the time comes.

Focus the conversation on setting specific development goals and tracking their progress over time. This approach keeps your team motivated and engaged without locking you into decisions that might not make sense for the business down the road.

By maintaining flexibility and focusing on growth, you build a deep bench of talent that secures your company's future and makes it highly attractive to buyers.