Even if you do not intend to sell, a business that can operate without you gives you more options. Transferable value needs systems and evidence.
One action to start with
Imagine a new owner taking over next month. List three things that only you know or control and begin documenting or transferring the most critical one.
What this can look like
Strong earnings may not tell the whole story if key customer relationships and daily decisions all depend on the departing owner.
Illustrative example. This is a short application guide to chapter 27, not the full chapter.
Bring it into the business
Ask your team where they see this pattern. Agree one decision, one owner and a date to review what has changed. Start small enough to act on what you learn.
Use the leadership meeting pack ↗Want an outside perspective?
Make clear choices, translate them into priorities and build a regular rhythm for reviewing progress.
Read the full chapter
Chapter 27 starts on page 137 of The Questions You’re Not Asking.