Great leaders leave indelible footprints in the passage of time, often spanning generations. Unmistakable evidence, markers of where they have been.
Regardless of when, and where they walk, great men and women leave their footprints, revealing with clarity their spirit, courage and the direction they were going, along with encouragement to follow in their footsteps.
Succession is an inevitable part of any leadership role, since none of us live for ever, or fulfill our roles as leaders forever. The greatest difficulties occur however when succession discussions and planning take place at, or after the departure of a leader, regardless of whether that departure is voluntary or otherwise.
In ideally structured organizational environments, succession planning begins with the appointment of a new leader to their role, at the front end of their tenure, not as the last thing they do. Some leaders have been known to state that their mission to find a successor began the day they assumed their new role.
Great leaders are generationally focused and understand that their leadership role is akin to taking hold of the baton in a relay race, and their role is to carry that baton safely and efficiently right to the hands of the next runner. They understand that their leadership is a privilege, not a right: an honour, not a possession.
Successful leaders understand that leadership is most effective and productive when it is given to, not taken by the leader. Inevitably, leadership that is taken by force or by unethical means is doomed to failure. History records the accounts of leaders who seized power and held onto it whatever the cost, and their ultimate demise where they were rarely missed. The old adage that he who lives by the sword dies by the sword rings true for leaders in any role.
Successful men and women know that their tenure as a leader is an investment in the future of their people, team or business: that they are custodians of the present, for the benefit of their successors in the future. They know that their mission is to use their knowledge, experience and perhaps most of all their good judgment to execute their leadership in the best interests of their followers and successors.
Great leaders in this position are normally selfless, caring more for their families, people and their team more than themselves.
Without question they will be secure in their role, able to devote their full energy to the task at hand, knowing that their team, their subordinates, their peers are watching their back and supporting them in all they do. These leaders are already planning, openly, transparently and confidently with the support of those around them, who will succeed them.
Not so the insecure leader, who is constantly distracted and drained of creative and productive energy merely trying to retain their position and are thus unable to fulfill their role effectively.
Ultimately, the strengths of a great leader lie in their foresight and security in who they are, where they are going and what they do. And their efforts to identify and mentor their successors.
The footprints of great leaders, who spanned generations and who have previously travelled our paths will often reveal simply, yet profoundly, the steps we should take to ensure our success:
The function of leadership is to produce more leaders, not more followers. Ralph Nader.
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