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Yet hiring people who are capable of supplanting you isn't enough. Do more. Actively develop the knowledge, skills and careers of those leaders to give them the best possible chance of supplanting you.
It's a common occurrence, a CEO leads a company to record earnings,[link widoczny dla zalogowanych], retires and in months, those once high-flying earnings are dropping like shot ducks.

So when decline follows the departure of great leaders, the safe bet is that those "great" leaders haven't hired and developed leaders ― and so really weren't great at all,[link widoczny dla zalogowanych], no matter what results they got. In fact, they were quite poor.
As Steven Jobs said, "I don't hire people to tell them what to do but to tell me what to do."
That can be an epitaph for failed leaders. By not giving to your leaders, not developing their skills and careers,[link widoczny dla zalogowanych], you lose them, lose the opportunity
The reasons are clear but seldom recognized. They get back to the raison d'être of leadership ― which is not the performance of the individual leader but the improved results of those being led. The problems lie in the definition of results. For when results are defined narrowly, i.e. in strict terms of share, margin, shareholder value, profits, organizations lose their elasticity.
In other words, he hires to his strengths, his inner sense of self-confidence, which allows him to surround himself with people who are smarter and in some ways more capable than he ― and so is creating a rising tide of action and results that will further his career in powerful ways.
An epitaph on a 1680 New England gravestone speaks to this:
Observers blame the new leadership team. But most likely the observers are wrong. It's not just the new leaders who are screwing up. Instead, it was most likely the former CEO. Yes, the former, supposedly great CEO. Look to him for what went wrong ― and what went wrong provides lessons for leaders at all levels.
What I gave, I have.
What I left, I lost.
What I spent, I had.
The dictum is: Hire leaders who can not only do well in this position but in the next position and maybe even the position beyond that.
By not giving it.
That's because the leaders he hires must have what is an unstated but at the same time real skill: the ability to curry his favor. Those leaders are ostensibly qualified. But they are often not the very best of the pool because they come equipped with that extraneous skill.
And the quality of organizational elasticity is linked to its culture of leadership, leadership with a broader vision of results, encompassing the necessity to hire and develop people who lead others to get results.
Since results on his teams are also defined as the care and feeding of his ego, that executive is hiring to his weaknesses, so he continually makes what may ultimately turn out to be garbage-in-garbage-out hiring decisions that can ultimately wreck his ambitions.

A curious chemistry takes place in the hiring process. We don't just reach outward, we also reach inward. In hiring leaders, we invariably hire ourselves ― our strengths and weaknesses. So the hand we reach out to shake is not just the other person's hand, it's our hand. Hire to our strengths, we hire strong leaders. Hire to our weaknesses, we hire weak leaders.
To paraphrase Vince Lombardi on winning, getting good leaders for your team isn't everything, it's the only thing. The moment that you decide to hire, that very moment, is the living, breathing future of your organization.
On the other hand,[link widoczny dla zalogowanych], I know another young executive, not nearly as brilliant, but whose hiring dictum may very well get him farther along in life.
I know a brilliant, young executive in a multimillion dollar manufacturing company whose ambition to become CEO of that company may founder on his maddening propensity to hire leaders who may be good but who are none-the-less not the very best.