We are using the Succession Accountability Chart exercise to prepare our business for an exit, but we have a highly sensitive Head of Technology who might view us identifying a successor as a sign we are trying to push him out. He is a major flight risk, and we cannot afford to lose him before the sale. How do we run this succession exercise without triggering his exit?

Question

Tyler Smith · Accepted Answer

Running the Succession Accountability Chart exercise is a vital step in preparing your business for an exit because it highlights key-person risk and proves to buyers that you have a deep leadership pipeline. However, doing this transparently with a sensitive leader can cause unnecessary panic.

To manage this risk, remember that succession planning is an internal leadership team exercise, not a public announcement. Keep the working documents confidential within your leadership meetings.

When you do discuss succession with your Head of Technology, frame the conversation around business continuity and career development, not replacement. Explain that every critical seat in an exit-ready business must have a clear backup plan to protect the organization from unforeseen events.

Show him that identifying a successor actually elevates his value, as it frees him up to focus on high-level strategy or potential post-acquisition leadership roles. By framing succession as a standard, professional best practice that builds enterprise value, you lower his defense mechanisms and secure his buy-in without risking a premature departure.