The Art of Supporting a Successor Without Overshadowing Them
“I must decrease, and you must increase.” Our former church elder was responding to my statement to the effect that he is very ‘lost’ these days. After reminding me that he handed over to me and fellow new elders, he added the statement above. The statement, is originally attributed to John the Baptist as he responded to the increasing popularity of Jesus Christ, “he must become greater and greater, and I must become less and less.” John 3:30.
This statement, and its practice, is at the core of a smooth succession process and our topic of discussion today. Leadership transitions are pivotal moments in any organization. For outgoing leaders, especially those who have built a legacy, the shift from being at the helm to supporting a successor can be both emotionally complex and strategically critical. The challenge lies in striking a balance, offering guidance without interference, and being present without being dominant.
This balance was well stated by my recently retired friend and colleague, Barbara Shanz, in her comment on my last post. In response to matters succession, she said, “Regarding succession- Steve (her husband) and I are VERY excited to see the next generation who are already equipped to serve and listening to the Lord and their mentors’ voices. We need to assist them, not stand in their way.”
Assisting and supporting a successor while at the same time not standing in their way, calls for wisdom, humility, and the guidance of the Holy Spirit on the part of the outgoing leader. Where a successor is welcoming and open to the ideas and lessons from the institutional memory of the predecessor, like Dr Njoki Chege has been to me, the outgoing leader needs to be more intentional in ensuring that they do not stand in the way.
The Importance of Support
A successor often steps into a role with grand expectations and a steep learning curve. This is without a doubt, and every new leader needs support from the board, the predecessor, and the staff. The experience, insights, and institutional knowledge of the outgoing leader can be invaluable. When there is mutual agreement on this by the two leaders, the organization is the primary beneficiary. For us, the mission and vision of Trans World Radio Kenya is the primary beneficiary, and it is a mission and vision that both of us value.
What does this support mean in our context?
Being a sounding board: Offering advice when asked, helping them think through decisions without dictating outcomes. The new leader takes on the decision-making role for the organization. Though the buck now stops with the new leader, she/he may want to get input from the outgoing leader on some of those decisions. While giving their input, the outgoing leader must be cognizant of the fact that the decision and the responsibility remain with the successor.
Providing historical context: Sharing lessons learned and past challenges to help them avoid pitfalls. There is a saying that there is nothing new under the sun. The new leader soon learns that some of the ideas and initiatives they are trying have been tried before but perhaps in a different approach and different outcome. Sometimes the new leader may need clarification and understanding of existing initiatives. It is here where the outgoing leader can provide the historical context.
Championing their leadership: Publicly endorsing their vision and decisions to build trust and credibility within the organization. The outgoing leader has a crucial role to play in cheering and publicly endorsing the new leadership. A new leader is most likely to bring in innovative ideas and solutions to existing challenges in the organization. The predecessor has the unique role of championing this new leader and their approach which could be quite different from the status quo.
This kind of support fosters confidence and continuity, ensuring that the transition is smooth and the organization remains stable.
Knowing When to Step Back
However, too much involvement can stifle a successor’s growth and undermine their authority. Here is where the outgoing leader should intuitively begin the journey of stepping back. Here are a few tips on to that:
Resist the urge to correct: Let them make their own decisions, even mistakes. Growth often comes from trial and error. Here, the outgoing leader must also remember the mistakes they made, and the lessons learned. Sometimes the power lies in sharing your own failures in certain instances and the lessons learned.
Avoid shadow leadership: Do not attend meetings or weigh in on matters unless invited. Your presence can unintentionally shift focus or create confusion. Only attend meetings when invited and for a specific issue in which you may have more information and insight.
Let go of legacy control: Accept that your successor may take the organization in a new direction, as they should. Leadership dynamics change with every leader, and this is a reality that the new leader must accept. In fact, evolution is a sign of healthy leadership.
Conclusion
Stepping aside can stir feelings of loss, nostalgia, or even fear. It is natural to wonder if your contributions will be remembered or if the organization will thrive without you. Acknowledging these emotions is key, but they should not drive your actions.
Instead, and this is key, reframe your role: you are no longer the captain, but the lighthouse, offering guidance from a distance, helping steer the ship without being on board and celebrating the milestones of your successor.
In my journey of servant leadership, I have learned that the most impactful leaders are those who prepare others to lead. By empowering your successor, you are not just ensuring their success, you are reinforcing a culture where leadership is shared, nurtured, and sustainable.
Supporting a successor while stepping out of their way is a nuanced dance of humility, trust, and foresight. It requires a shift from leading to mentoring, from directing to enabling. When done well, it leaves a legacy not just of accomplishments, but of leadership that endures beyond your tenure.
This is my prayer for every leader who is blessed enough to hand over leadership in a smooth transition. Not every leader gets this opportunity.