Passing the baton

A new leader may have a different leadership style than the predecessor, and the latter must be willing to accept that. Representation pic

After 27 years of helming Amazon, founder and CEO Jeff Bezos recently announced his decision to hand over the reins to Andy Jassy. Although Bezos will continue as the executive chairman and largest shareholder in the company, letting go of a senior position in a firm that one has had a long association with isn't easy. "Bezos' identity, net worth and legacy are tied in with the company," points out Rishi Piparaiya, a leadership mentor who has held C-suite positions in financial institutions. Relinquishing this position to a successor can pose significant challenges, he adds, alluding to the infamous ousting of Steve Jobs from Apple in 1985, after a long power struggle with the company's board and then CEO John Scully.

Jeff Bezos

The ground rules
Senior leaders essay an integral role in building the culture of an organisation, as per their focus areas, says Sonali Sinha, executive coach and founder of Soaring Eagles Coaching. "The immediate priority of the outgoing leader must be to help the successor to make a smooth transition. This involves familiarising him/her with the network of stakeholders and key customers, and their expectations. Both the outgoing and incoming leaders must make best use of the transition period," she explains.

Rishi Piparaiya

Problems can arise when the outgoing leader continues to assert his/her authority. "If you continue to lead from the back, you will set up the other person for failure. Both leaders must therefore define areas where the outgoing leader will not interfere at all," she adds.

Sonali Sinha

Mature and rational
The new leader may have a different leadership style than his/her predecessor, and the latter must be willing to accept that. "Meetings where the outgoing leader clearly points to the new leader can demonstrate the willingness to let go. While it is inevitable for the outgoing leader to have built relationships within the organisation that (s)he does not want to end, it is vital that the leader not push an agenda. Don't succumb to egoistical notions of no one else being able to fulfil the role as well as you," Sinha says. Once the outgoing leader develops other focus areas, the new leader will automatically have much more freedom to operate, Piparaiya reveals. "In the past, all we knew of Bill Gates was in relation to Microsoft. He is now recognised for his statesmanship, reading and philanthropy, even as Microsoft is being managed by a competent team of professionals," Piparaiya illustrates.