Engagement in leadership transitions -- whether mine or walking alongside someone else became my career focus. These experiences ultimately led to what we now know as Maestro-level leaders and its ecosystem of resources. This blog, the podcast, our cohorts of accomplished executives working out future value, succession, and legacy, and a lot of executive advising with CEOs and their boards. Early in my journey, I turned to Christian scripture to ensure I was in touch with deep wisdom about ending well. I reflected on the many bible story accounts of when leadership succession worked and when it didn't. I wanted to know if divine guidance was present in these stories.
From there, I turned to historical and sometimes larger-than-life figures: Václav Havel, Corey Aquino, Theodore Roosevelt, and Steve Jobs come readily to mind. And as of this past week, while writing this, so do Herb Kohler and Queen Elizabeth. The principles I've gained, which I hope have informed my actions and perhaps can be a benefit to others, are distilled into these:
- Every situation is uniquely constructed, and good leaders pay attention to the context, not just their preferred methods. Here are some other insights: Succession works best during an economic upswing. Leaving when trend arrows point down looks like failure and creates a desire to clean house. Similarly, succeeding in the leader's role is more easily done during an upswing. Ascending when trend arrows point down looks like incompetence and creates a rebellious ferment (Study the successions of David to Solomon and then Solomon to Rehoboam to see the contrast).
- Succession works best when there are clear boundaries in place. The outgoing leader must hold a well-defined line between managing ongoing affairs without obstructing changes the new leader may wish to bring. Failure to keep this clear leads to meddling and handicapping one's successor. It is better to be seen as detaching from the role too early than holding the reins too long. Similarly, succeeding in the leadership position means the successor must have a well-defined line between getting resources in place without disrespecting the leader they follow. Better to be seen as slow in getting started than as a usurper. Many people study the presidential transitions of the United States (before the most recent, disorderly one) as an excellent example of managing succession (One might also look to Queen Athaliah as an example of someone who destroyed rather than lose access to power. By contrast, the sequence of Moses to Joshua is one of the best case studies in human history).
- It DOES matter what people say about you when you are gone. This principle is not obsessing over one's image but a realization. If succession is led well and leaves fertile ground for the successor, there will be a new opportunity for the outgoing leader. If succession is poorly managed, however, each subsequent interaction with one's former colleagues will be tinged with stress and regret. Whichever reputation one has forged during the succession process will become an oft-told tale, perhaps even an epitaph (Consider the reputations of King Saul and King David as examples of this contrast).
If I did my part well, a successor has every opportunity to thrive and to lead into new efforts that invite human flourishing. If not, then I handicap the experience of a successor.
There is no room for mediocrity or not being planful as succession looms on a far horizon. It is among the highest of leadership arts to master effective leadership succession and do it repeatedly in multiple contexts.
If you or someone you know wish to discuss participating in a Maestro-level leaders cohort, let's start a conversation! I can be reached at marklvincent@maestrolevelleaders.com.
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