I am choosing between two internal candidates to take over as Integrator when I exit, but both have excellent cognitive skills and culture fit. How do I use conative assessments to determine which candidate has the natural hardwired drive to lead our next phase of growth?

Question

Tyler Smith · Accepted Answer

Cognitive skills and culture fit are essential, but they do not tell you how a person will actually take action when faced with the pressure of running the business. To make an objective decision, you must look at conation, which is the natural, hardwired drive that dictates how an individual solves problems and executes work.

Start by defining the specific operational needs of the Integrator seat on your Accountability Chart for the next three to five years. If your business requires rapid scaling, systemization, and operational predictability, you need an Integrator who is natural in Follow Thru. This conative drive ensures they will build, protect, and refine the processes that a buyer will eventually pay for.

If your next phase requires entering new markets or rapidly adapting your product lines, you may need someone with a higher Quick Start drive, balanced by enough Follow Thru to prevent chaos.

Compare the candidates conative profiles against these defined requirements. Look at their natural drive for structure, precision, and risk-taking. One candidate may excel at maintaining the status quo, while the other is naturally wired to drive change and build systems.

By aligning the conative strengths of your successor with the strategic goals of your exit runway, you ensure the business does not stall during the transition. This objective approach removes sentimentality from the selection process and guarantees you put the right person in the seat.