I am the Visionary and have historically owned the creation of our long term strategic vision. How do we run our annual planning sessions during our exit runway so the leadership team learns to own the V/TO® without my guidance?

Question

Tyler Smith · Accepted Answer

If you are the only one who can set the long-term direction of the company, your business is not saleable. A buyer wants to invest in a company with a self-sustaining strategic brain, not an owner who holds all the future plans in their head. You must use your exit runway to transition the ownership of the V/TO® to your leadership team.

Start by changing your role during your annual and quarterly planning sessions. Instead of presenting your vision as a finished product, take a step back and act as a participant or an advisor. Let your Integrator facilitate the meeting and guide the leadership team through the process of setting your three-year picture, one-year plan, and quarterly Rocks.

Force your leadership team to debate and solve issues on their own during your weekly Level 10 Meeting™. When a major strategic issue arises, resist the urge to jump in with the answer. Use the IDS® process to let the team identify the root cause, discuss potential solutions, and decide on the best path forward.

By stepping back and allowing your team to own the strategic planning process, you build their confidence and prove to potential buyers that the business has a clear, repeatable rhythm for setting goals and executing its vision. This transition ensures that the company will not lose its strategic heading once you exit the business.