It’s not fearless to hang on too long!

Have you ever witnessed a leader who stayed just a bit too long? The results can be disheartening. We have seen that playing out on the global political stage recently, and we see that here in our organisations too.

Imagine an executive leader or CEO who has done fantastic things for the organisation. They’ve brought about positive change, shifted industry paradigms, led the company through a merger, or navigated a difficult situation. Brilliant! Inspirational leadership!

And then they stay…

And stay…

And stay…

Their commitment may be as high as ever, but their time to lead well in this place has passed, and they fail to recognise that.

Leave just before you are ready is a wise mantra, but how do you know? Past successes can be beguiling. And it’s hard to fast forward a year or two and assess our impact over that time.

Here are 5 ways to know when it’s time to leave to do so with grace:

1. Set a review point: When you begin a big role, set a review point. At that time (2-5 years) check in, do an honest review, and then if you stay, set your next review point with a shorter time frame.
   • Action Step: Schedule a review meeting with key stakeholders every two years to assess your leadership impact and set new goals.
2. Seek feedback: If you have developed your leadership team well, there will be people around you competent and confident to give you open feedback. What do your key stakeholder see about the situation? And the board chair? (Asking the question below may be more effective than a blunt ‘Is it time for me to leave?’
   • Action Step: Regularly solicit feedback from trusted colleagues and mentors to gauge your current impact and future potential.
3. Assess future needs. What does the division/organisation need now and into the future? Considering what is needed next may highlight the gap between what you have provided (and what was needed) in the past , the type of leadership needed into the future. The title of Marshall Goldsmith’s excellent book ‘What got you here won’t get you there’ applies to organisations too!
   • Action Step: Conduct a strategic assessment to determine if your leadership style aligns with the organization’s future goals.
4. Check your internal voices. Pay attention to your internal reactions when familiar situations arise. ‘Not this old chestnut again’ is a dead giveaway that it might be time to move on! ‘I know just what to do because I’ve seen this before’ might be equally as telling! How much space are you allowing for new ways of doing things?
   • Action Step: Reflect on your internal responses to recurring challenges and consider whether your approach remains innovative.
5. Avoid over-commitment. Don’t let your loyalty to the organisation (and or the people or stakeholders) fool you into believing you are the only one who can lead it! You have done so in the past – fabulous. And there will be others who can take the organisation forward from here, you just might not know then yet. Or maybe you do know them, but don’t recognise them.
   • Action Step: Mentor potential successors and trust in their ability to lead the organisation into the future.

Moving on is a tough decision, especially when you’re passionate about your role. Recognising the right time to leave can cement your legacy as a visionary leader.

Once you have decided, set a date not too far out and honour it. Despite your high level of commitment and positive intent to support recruitment and handover, it’s hard to maintain the same level of engagement (and for others to do that with you) over an extended leaving time. Three months or less is a good starting point, and this obviously depends on the situation.

Reflect on your journey, seek honest feedback, and embrace the future with confidence. Your legacy will be one of wisdom and foresight.

Go Fearlessly