Exit Planning Is a Whole-Person Journey

How to recognize and respond to the emotional roadblocks owners face when planning their exits.

Most advisors know this moment well: a business owner says they want to exit on their terms, yet months (or years) pass with no meaningful action. You’ve shared financial models, talked timelines, and outlined next steps—only to be met with hesitation or silence.

It’s not that they don’t understand the plan. It’s that they’re not emotionally ready to follow it.

It’s Not Just Business—It’s Personal

Most owners have spent decades pouring their energy, identity, and purpose into their businesses. When you bring up the idea of selling or stepping away, you’re not just introducing a transaction. You’re introducing a life change.

As Steven Furtado, Co-Founder of Savoir Wealth and a former business owner himself, explains:

“The idea of selling their business is both daunting and bittersweet. After all, businesses are built with immense pride, sacrifice and an investment of time, energy and resources… There is a deep emotional attachment to the business, and the thought of letting go often feels like letting go of a part of themselves.”

From Planning Your Business Exit: A Professional And Personal Perspective, via Forbes

How to Spot Emotional Resistance

Here are a few signs you’re dealing with emotional—rather than rational—resistance:

• The owner agrees with the plan but makes no moves to implement it.
• They delay meetings, paperwork, or decisions with vague excuses.
• They express fear, loss, or uncertainty about life after the business.
• They hesitate to delegate or restructure, even when it’s clearly needed.

These aren’t signs of disinterest. They’re signals of emotional hesitation.

How to Navigate Exit Planning Emotion with Clients

Here are three ways you can support your clients through the emotional side of Exit Planning:

1. Name What’s Normal

“You’ve built something meaningful—it’s completely understandable that this isn’t easy.”

A simple statement like this validates their emotions and builds trust. It also helps reframe inaction as something human, not a flaw.

2. Ask Questions That Invite Reflection

Try:

• “What does your business represent to you?”
• “What would life after this business ideally look like?”
• “What worries you most about stepping away?”

These kinds of questions shift the conversation from logistics to legacy—and can open up new motivation for action.

3. Reframe the Exit as a Transition

Like Steven Furtado advises, encourage owners to view the exit as a gateway rather than an end. Many owners wrongly associate Exit Planning with walking away entirely, when in reality, most plans allow for phased transitions, reduced hours, or advisory roles.

You can say:

“Exit Planning doesn’t mean walking out tomorrow. It means setting you up to have more choice—on your terms.”

That emotional shift—from loss to possibility—is often the breakthrough moment.

Don’t Wait for a Wake-Up Call

Furtado notes that many owners don’t take action until something external forces their hand—a health scare, burnout, or a life change. But those moments often reduce options and value.

As advisors, we can do better for our clients. We can help them plan when the business is still thriving, so they can exit from a place of strength—not reaction.

A More Effective Exit Planning Conversation

The most effective Exit Planning conversations are human-first. They combine business logic with emotional intelligence. They build a plan, yes—but they also build confidence and clarity.

So the next time you meet an owner who “agrees but delays,” don’t double down on numbers. Pause. Ask. Listen. Then help them move forward—not just as an owner, but as a whole person preparing for their next chapter.