Once the deal closes, I am required to stay on for a ninety-day transition period to hand over key accounts. How do I survive this period operational-wise when I am no longer the ultimate decision-maker on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

Transitioning from being the ultimate Visionary to a transition consultant is a jarring experience. The key to surviving this ninety-day period is to redefine your seat on the Accountability Chart immediately. You are no longer there to run the business. Your sole function is to transfer institutional knowledge and client relationships to the new management.

Before the deal closes, work with the buyer to document your exact responsibilities during the handover. This should be treated as a specific project with defined deliverables, such as introducing key clients, training staff on proprietary systems, and handing over vendor relationships. Treat these tasks like short-term Rocks.

During this period, do not attend Level 10 Meetings™ unless specifically invited to present on a transitional topic. Your presence will confuse the team and make it harder for them to look to the new leadership for direction. If you see the new owners making decisions you disagree with, you must let it go. They bought the business, and they have the right to run it their way. Your job is to support their transition, collect your payout, and focus your creative energy on your next venture. Redefining your role prevents friction and protects your reputation.