A Leader You Can’t Live Without
I told a board member of a large organization that successful leaders constantly develop their replacement. He was shocked and confused.
He wrongly believes that successful leaders create value by making themselves indispensable.
Self-importance devalues others.
The greatest test of leadership is what happens when you’re gone.
Leaders – who aren’t creating leaders – corrode the future. An indispensable leader leads a dependent organization.
A leader you can’t live without:
- Limits organizational potential.
- Provides false security.
- Needs to feel important.
- Sucks the life out of “lesser” humans.
A leader you can’t live without is in the way.
Some corporate leaders are simply cogs in a machine, easily replaced. Others bring unique value that will be missed when they’re gone. Truly great leaders constantly work to replace themselves.
The most challenging thing leaders do is develop leaders who are in it for others, not themselves.
10 ways to lead like a dispensable leader:
- Think two generations down the road, not one.
- Instill a passion to develop other leaders in all leaders. Self-interest and self-importance prevent leaders from developing leaders.
- Don’t waste time with people who don’t care.
- When you see an ember in others, fan it. People need encouragement more than criticism.
- Help others assess their own learning. “How are you becoming a leader who develops leaders?”
- Stop making systems that depend on you.
- Navigate tensions between protecting what you have and building the future. Protection closes up. Building opens up. Success requires both.
- Don’t be so damn helpful. Let others struggle and succeed.
- Embrace imperfection. Others won’t do things the “right” way.
- Practice coaching. Give less advice.
Being a dispensable leader is about equipping more, not working less. The less people need you, the more effective you’ve become.
What prevents leaders from dedicating themselves to developing leaders who develop leaders?
How do leaders develop leaders who are dedicated to developing leaders?
Dan I have had both types of Bosses who have dealt with their own transitions:
One Boss never spent time alone with me or any other replacement candidates until he was walking out
One Boss went out of his way to travel and introduce us to all the critical outside people he knew long before he departed. That is a real Leader.
Great post and hopefully others will learn from it.
Brad
Brad James
Thanks for another great post on an essential leadership task. It is certainly the height of folly to consider oneself indispensable. Nearing retirement, I spent much of the last two years (as did some of my similarly-situated peers) making sure that various folks knew as much as I knew about every area of my responsibilities. The continued effectiveness of the organization was more important than any delusional ego-soothing idea that they would not be able to get along without me. I only wish I had started sooner, since succession planning was not part of our culture. (In the interests of full disclosure, I do find slight solace for my ego in the fact that the agency’s current administration now has two people handling my former responsibilities.)
What a great topic, one I’m so passionate about that I’m writing my own book on the subject. In a sense it’s a way for me to give back and thank those who built into me and helped me become the leader I am today. I’ve always felt that my skill set wasn’t just about leadership but also helping develop other leaders. Thanks for the excellent reminder of what true leadership is all about!
It’s important to train your replacement for your own benefit as well. I’ve seen many leaders passed over for promotion because they were seen as indispensable in their current role.
Another excellent post about a leadership essential. The last two years prior to retirement I helped local church leaders interface with national church leaders so they would continue to work cooperatively, and both groups appreciate those relationships.
Wow – this is very well said and powerful. Being one that is earlier in my career and working for a large coporation, this type of leadership is rarely seen. However, I only hope to recognize and exibit the character traits of dispensable leader to improve my organization for the better. #leadershipmatters
It’s funny, but I think sometimes people get worried about being indispensable so they have something to protect in the first place.
That’s where your line “Navigate tensions between protecting what you have and building the future” resonates with me. I do feel it’s important for me to advance, develop, create great things that I’m initially indispensable on — i have an ego and energy, after all! But it’s also important that I remember to minimize that period of solitude by bringing in others.
Hey Dan I just wrote an article inspired by this one. Your Leadership Myth – What Got You Here Won’t Get You There 🙂
Great Dan! The indispensable mindset is based on the need for power and the fear of losing it. It is very common to experience organization climates stuck in the archaic management mentality. On the contrary, organizations that invoke the principles of leadership establish a more proactive environment through vision. Developing people not provides versatility but also gives flexibility in terms of efficiency and effectiveness.
Having experienced the importance of ready replacement in the military, I can attest to the importance of developing people to take your place. I cannot tell you how many times since the military that I have heard “so and so is not here today and they are the only one that can do that” or “we have to wait for so and so to return so we can move forward”. It is this lack of forward-thinking that inhibits organization success on so many levels.
Developing people is a win-win for everyone involved. It provides asset building and versatility for the organization while at the same time creating challenge, opportunity and investment for your people. Additionally, the expansion of development will create opportunities and potential for succession. Lastly, establishing the practice of development increases the likelihood that the organization as a whole will be much better prepared for unforeseen events.
Dan
I whole heartedly agree on this. This is a mark of a true leader in many different ways. Back to the 14 leadership traits.
Darin
Thanks Dan , Sharing the great thoughts on the direction.
Dan
Just want to wish you a happy holiday. I read your postings regularly and have gained great insights. Looking for a great 2016!
Paul
Paul E. Fein – ODC / CLC
Managing Leader & Director
The IDD Leadership Group LLC – New York
…….. INSPIRE …….. DRIVE …….. DELIVER
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paulefein@gmail.com
1-845-545-3542
I have often said that the true measure of a leader is often seen after they move on. Did the organization or team continue to run at high level with little or no disruption? Or did they loose their way, or face significant struggles? Every team will see some struggle when a leader leaves, but for strong teams that will be minimal. Most of us have a need to be wanted. But truly great leaders realize that it’s not about them, but about the team. Leaders find our greatest satisfaction when we see our teams succeed.
One of your best posts. Thanks!