The Identity Trap

Why is it that some leaders pass the baton of leadership to others with grace and dignity while others hold on to the reins of power for far too long? 
 
The difficulty that some leaders encounter is that they allow the position they hold to become indistinguishable from their own identity.  When it is time to hand over, it is so much more than a job or role they are giving up; they will need to be prepared to embrace the ensuing challenge of discovering who they are when they no longer have the status, nor authority, that a title can bring.  
 
The secret to avoiding this pitfall is to ensure that our identity is never determined by our role or position but always by something deeper and more long lasting.  For example, if we have a clear sense of purpose in our life, the roles we play at work become just one - albeit important - way of living that out.  Once we relinquish a role, our purpose remains and we can continue to pursue it, irrespective of our title or position.
 
Many founders face similar challenges.  When a person is known as the ‘Founder’, the identity of the organisation and person can become so deeply intertwined that it becomes incredibly difficult for them to step out of the organisation they started.  Furthermore, many founders exhibit a strong entrepreneurial streak, meaning they are not always the best person to lead an organisation through times of consolidation. This can lead to what has been described as ‘Founders Trap’!  Over the years I (Andy) have given two pieces of advice to younger entrepreneurial leaders. Firstly, “don’t take on the title ‘Founder’ – CEO is good enough.”  Secondly, “never name anything after yourself.”  Doing either of these things will make it a whole lot harder to hand over the reins of power with grace and dignity when the time comes.