Angol
Management teams rarely lie to investors. They do something harder to detect: they stay on script, and often believe it.
Most diligence guides assume that a bad management read comes from forgetting to ask something. It doesn't. The problem sits upstream of the question - in incentives that decide what is sayable, in impression management that decides what is comfortable, in memory that tidies the past into a plan, and in the investor's own thesis quietly shaping every question asked.
THE CANDOR GAP is the psychology-led counterpart to a practitioner manual. Written for private equity, credit and long-only investors, it pairs each behavioural mechanism with the interview technique that neutralises it - and explains precisely why a tool aimed at the wrong distortion is theatre.
WHAT'S INSIDE
- Why deception and self-deception look identical across a table, and why they need completely different countermeasures
- How to separate facts, interpretations and forecasts - and why meeting time should go almost entirely to the last two
- Incentive mapping: reading what each person in the room loses if you find a problem
- The disconfirmation move, the falsifier question, and how to ask a team to argue against itself
- Recovering the real past from hindsight bias, using contemporaneous board packs and budget submissions
- The coherence trap: why a smooth story makes you most confident when you have the least information
- Base rates, reference classes and the past-tense pre-mortem for testing any plan
- How rooms suppress private knowledge, and how to design sessions that recover it
- Why nonverbal "tells" fail, and what to observe instead
- Silence, labelling, mirroring and calibrated open questions - with their limits stated honestly
- Building a feedback system: written predictions, decision journals, and scoring management reads separately from outcomes
Plus seven appendices: a working question bank, seven investment situations and what changes in each, a full diligence sequence from first meeting to committee, a reference guide to the mechanisms, ten ways diligence teams fail, how to read the written record, and a self-audit for your own process.
PERFECT FOR private equity and credit investors, fundamental analysts, growth and venture investors, investment committee members, corporate development teams, and anyone who has left a management meeting energised and later realised they learned nothing. A thoughtful gift for a colleague stepping into their first diligence lead role.
No tells, no truth serums, no promises about returns. Just a clear account of why management teams stay on script - and what actually gets past it.
