With a number of the talks I have been giving at companies and universities, I recently reconnected with my alma mater. Feeling a bit nostalgic, I searched to see if some of the on-campus activities that I was involved in were still around.
Some extra curricular organizations I was involved in had been around for over 100 years prior to my joining, so it was no surprise that they were thriving as always. Yet what was more affirming was the success attained by a couple organizations that I was at the ground floor of.
One was the course I taught on Leadership through the undergraduate business school and the other was the Freshman Sophomore Business Club.
In both cases, I was not the official “founder” but was the second to have the top “executive” spot. With the Freshman Sophomore Business Club, an organization only open to lower classmen (mostly “pre-business” majors), I was Treasurer my Freshman year and then was elected President the next. My executive team and I took on a club with 10 members (mainly officers) and grew it by over 1000%. My focus at the end of my year as President was to ensure that the next executive committee didn’t face the same problem I had; having to run a young organization with no guidance or mentoring (given that the organization’s founders left office, barely providing a thumb drive with documents they had made over the first year). I worked with my executive team to elect the next set of officers early, pair them with their predecessor and begin to operate the club with the outgoing officers actively present, providing advice and best practices.
The result has been amazing. Besides the growth of the organization, it has continued to operate even though there is almost complete turn over of officers and members every 1-2 years.
For the leadership course (that operated through a program that allows students to gain sponsorship for and teach courses to other students), I took the class as a student the first semester it was offered. One semester later when the course founder graduated, I was selected as someone to take over the course. When my graduation neared a couple years later, I enacted a plan to ensure the course would continue on long after I was gone.
Throughout the semesters I taught the course, I had other students serve as teaching assistants to me. During my 2nd to last semester in college I beefed up the number of teaching assistants and watched them closely, as I planned to choose my successor. Then finally, my last semester in college I selected a successor (who I closely mentored) and monitored how the class was doing to ensure that no issues arose. This was a recipe for success and the course is now the longest running special interest course in the entire undergraduate business school, having run continuously for the last 20+ semesters while most other courses of its kind dissolve when the creator graduates.
The reason I describe these experiences is to offer an example of why building a legacy is important to the future of an organization (or anything you are involved in), but also to point out it is something that takes focus and effort to see through.
In both cases, I made a concerted effort to look toward the future. Being a big believer that good leaders can foster success while they are present but great leaders foster success in those that follow long after they are gone, I didn’t look at the organization’s success within the context of the limited time I led it. I saw that there were certain things that needed to be done with the future in mind.
As managers, or individual contributors within any team or organization there are a number of things you can do to increase the likelihood of future success. Here are a few:
- Share best practices, don’t hoard them. Don’t let the next cycle of leaders make the same mistakes you did. Share with them your failures, why they happened and how you would have done things differently if you could do it all over again. This will give future leaders perspective.
- Allow the next generation of organization leaders to sink or swim, but provide a safety net. Don’t hand-hold your successors too much. Give them clear guidance but then let them run small parts of things to start. When they succeed it helps build confidence in them; when they fail, be there to help them learn how to do better. Your exit shouldn’t be an abrupt stop, it should be a gradual fading out.
- Don’t make it about yourself, let the up-and-comers shine. Confident leaders know they don’t need to take all the credit to feel they have made a difference. Let others around you (especially the future of the organization) share in the success and even be at the forefront of who gets the credit. This will inspire people to follow the lead you set while empowering them to strive to reach your vision.
It was really energizing and affirming to see that something I dedicated myself to years ago was still around and thriving. It also made me realize that the effort I put in before I exited stage-left from the organization was worth it.
Make something that is built to last; be purposeful in succession planning.
Aaron McDaniel, is a corporate manager, entrepreneur, author, public speaker and community leader. Aaron has held numerous management roles at a Fortune 500 company, being one of the youngest ever appointed appointed Regional Vice President at the age of 27, and is the founder of multiple entrepreneurial ventures. Aaron instructed a highly rated student-led course on leadership at UC Berkeley’s Haas Undergraduate School of Business and has a book, The Young Professional’s Guide to the Working World: Savvy Strategies to Get In, Get Ahead, and Rise to the Top, due to be out later this year. Aaron offers advice that helps young professionals build the foundation for a successful career. Visit his blog to learn more.