Leaders at the most senior levels are focused on medium and long-term objectives, of meeting goals and KPI‘s, keeping the stock prices high.
The organization, small or large, will still be there, hopefully operating successfully for a long time.
When the executives do leave for whatever reason, there is often a void which can have effects on the bottom line in the short term. Those left behind can feel a sense of loss, even grieving.
Not good for them or the organization’s performance.
There is one thing that is certain in all organizations for every employee at every level: at some point, they will all leave.
It may be a promotion it may be retirement it may be a termination.
But everyone leaves.
Leaders at all levels must consider the inevitable. Often they don’t.
The HR department, of course, must play a critical role in this planning process, to develop potential candidates to move up in the organization, and provide them with the appropriate training and professional development.
But often, more important than that, is the role the leader plays. This usually involves identifying those who could more easily move up - after all, the leader is be aware every day of the potential he or she is challenging every day, and then, through this as the best leaders do, to empower them… to enable them… to develop, to be given opportunities, and in the process, always to learn.
The best leaders develop leaders.
The best leaders know that what they’ve set up by empowering team members, enables that leader to take leave annually, knowing that while they’re on vacation, the team, the department or all the organization, will run just as efficiently and effectively if he or she was there.
That’s what leaders do.
Leaders also understand that they leave a legacy. Identifying that legacy, the leader knows that his departure -perhaps a year or so away, enables a smooth transition.
Then the leader leaves, knowing that his legacy is represented in the continuing success which he has set up.
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