We are running the Succession Accountability Chart exercise to prepare for our exit, but we have realized that none of our current department heads have the capability to step into our Integrator seat. How do we handle this structural gap without halting our daily operations or killing our company valuation?

Question

Tyler Smith · Accepted Answer

Discovering a leadership gap during the Succession Accountability Chart exercise is common, and it is exactly why we run this exercise before you initiate an exit. It is far better to find this out now than to have a buyer point it out during due diligence, which would severely damage your valuation.

You have two options to resolve this structural gap. First, you can look at your near-term timeline. If your exit is two to three years away, you can design a deliberate development plan for one of your high-potential department heads. This involves mentoring, external coaching, and gradually transitioning smaller operational responsibilities to them to see if they can grow into the GWC requirements of the Integrator seat.

Second, if your exit timeline is shorter, you must look outside the organization. You need to hire an experienced, external Integrator. To do this safely, use your current Accountability Chart to define the exact roles of the Integrator seat. This job description will attract candidates who have already run operations at your target scale.

Do not panic or rush this hire. Keep running your business using the current structure while your recruiter searches for the right fit. By being transparent about your gap, you can systematically search for an Integrator who can professionalize your operations and secure your clean exit.