I tell leaders their first management task is to work themselves out of leadership. Many companies have no succession plan in place for leadership transitions and when someone steps down or is removed, the corporation scrambles with the Human Resources team to find a suitable replacement in a short time. If this person comes from outside the company, they have a short learning curve to get in position to lead the mission and vision. If this person comes from within the company, they will have a shorter learning curve, but may not be the right person, just a temporary fix until a suitable replacement can be found.
There is often fallout when an executive leaves a company due to strained relationships and failed attempts at building company credibility. These executives do not advance the mission, build a strong strategic plan, or motivate employees to excel in their assignments. Many don't have a leadership acumen and leave the company deflated at their departure. The University of Michigan football program, defending NCAA National Champion, is facing a losing season after an undefeated national championship run. The former coach, Jim Harbaugh, has come under criticism for not leaving the program in better health, knowing he was leaving for the NFL. He has come under scrutiny for taking the best coaches with him, and not recruiting enough talent to fill the gaps left by players drafted at the professional level.
This happens regularly in corporate America. Executives leave without properly communicating to those who will continue the work. They leave no contingency plans, no goals on how to reach the company objectives, no plan on stabilizing the company financially. They leave no valuable contact information for partners or shareholders. They leave the cupboards bear and many companies do not survive such transitions. In fact, many companies are left in the hands of C-Suite or entry level mid-management not capable of making the strategic decisions to keep the company and staff grounded. Key staff abandon the ship and without direction, the company folds. I recently had a conversation with a gentleman who worked in the tire industry for 25 years. He came to work one day only to discover the company suddenly went out of business with no notice to its employees.
I was told at the beginning of my career to make a move every three years. This would keep me current in leadership and allow me to hone my skills to keep me relevant in the leadership market. I followed this advice, but never left an assignment without training my successor. I ensured a smooth transition and the efficiency of my department after I left. This is how leaders leave. They want to hear their employees say, "thank you", not "good riddance." If your team does not miss you after you are gone, you probably had little impact on them personally or professionally. I recently had a conversation with a man who attended many of my training sessions in Houston, TX. He remarked on how much he learned from me and how he continues to apply the principles I taught in his personal and professional life. I was humbled at the obvious impact I had on him. I was inspired to remember why I do what I do and why I love this profession so much.
If you are planning a transition in the near future, leave your company better, not bitter. Leave the company in a healthy corporate position to achieve its mission and meet the demands of its customers. Leave with care, concern, and respect of those you served. That is how you go out on top.
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