Succession Readiness Diagnostic

Is your business ready
to outlast you?

In 8 minutes, see where your business is still dependent on you, which part of succession readiness is weakest, and what to work on next.

  • Your readiness profile across 5 key areas
  • Your biggest constraint, named clearly
  • Three grounded next actions based on your profile

For founder-owners thinking seriously about building a business that works beyond them.

Step 1 of 7

Pillar 1: Founder Dependency

Where the business still routes through you.

Respond based on how your business actually operates today, not how you'd like it to operate.

Question 1

Decisions move forward without being bottlenecked through me.

Question 2

Key customer and stakeholder relationships can be maintained without my personal involvement.

Question 3

The business would sustain its performance if I stepped away for a month.

Step 2 of 7

Pillar 2: Leadership Beyond You

Who leads when you are not the answer.

Respond based on how your business actually operates today, not how you'd like it to operate.

Question 4

Leadership accountabilities are clear beyond the founder.

Question 5

Team leaders can own outcomes without me stepping in to rescue them.

Question 6

Strategy can keep moving without my direct involvement in every conversation.

Step 3 of 7

Pillar 3: Owners' Vision / ROV

What the business is actually meant to deliver.

Respond based on how your business actually operates today, not how you'd like it to operate.

Question 7

We have a clearly articulated owners' vision for what the business is meant to deliver.

Question 8

Major capital decisions are made in service of that vision, not just short-term ROI.

Question 9

The people around the business understand the direction we are building toward.

Step 4 of 7

Pillar 4: Culture and Trust

Whether the business can operate on trust rather than close supervision.

Respond based on how your business actually operates today, not how you'd like it to operate.

Question 10

People can make decisions without fear of being second-guessed by me.

Question 11

Our values and acceptable behaviours are clear enough to guide decisions under pressure.

Question 12

Trust in the business is strong enough that real handover is possible.

Step 5 of 7

Pillar 5: Business Way Maturity

How much of the business lives in your head.

Respond based on how your business actually operates today, not how you'd like it to operate.

Question 13

Core operating knowledge is documented and accessible beyond the founder.

Question 14

A new leader could understand how the business works without relying on knowledge in my head.

Question 15

The systems, role expectations, and operating logic of the business are explicit enough to survive leadership change.

Step 6 of 7

Reflection

Two questions worth sitting with.

These are not scored. They are for your thinking. Both are optional.

What would break first if you disappeared for 30 days?

What are you actually building this business to deliver?