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SUCCESSION IS ALMOST RARELY ABOUT “EGO”
By
Gerald Pulvermacher, Ph.D.
Industrial and Organization Psychologist
Many of us know first hand, or otherwise, about some senior-most leaders who
have fallen in love with power, status and control. These are the men and women
who adore the trappings of power, the ability to manipulate others or situations and
the apparent idolization they receive from others. For them, their sense of self-
esteem is almost completely tied to their status, position, level of influence, feeling
of invulnerability and self-importance.
In my experience, however, these individuals are actually in a very small minority.
A far more common scenario when individuals are facing the experience of giving
up the reins of an organization, it is rarely the case that preservation of ego is at the
root of their angst….when angst is indeed experienced. More often then not, the
emotions which senior leaders of organizations experience when confronting their
succession include worry, regret, anxiety, disappointment, sadness and
loss…..rather then loss of self-esteem due to over-inflated egos.
Fundamentally, giving up a company role is difficult regardless of whether it’s
being the CEO, President or any other corporate role. A key difference, however, is
that as the primary custodian of the company the sense of responsibility that a
senior-most individual feels is immense. The passion they feel is generally
unwavering. For them, walking away from the organization can be likened to
losing a best friend. The sense of loss can be enormous….and this has little if
anything to do with ego. In one of my experiences, for example, it took a company
3 retirement parties, post the actual retirement date, before the executive stopped
coming into his office….daily….and with his replacement already physically
situated in the office. Hard to imagine, but true.
Furthermore, no matter what the individual has accomplished during their tenure,
these high performers are life-long learners. They see every day as an opportunity
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to grow and develop….regardless of their age and stage. You’ll often hear them
saying that they love the challenge that their job brings or they love being around
young, eager, enthusiastic and smart people. They miss the repartee, the
intellectual stimulation, the new advances in their field of endeavor, the next deal,
and so forth. These folks are afraid of becoming stale and living a life without
challenge and growth. As Viktor Frankl (a renowned Psychiatrist) noted, it also
gives their lives even more meaning and purpose.
Others at the top may even have legitimate concerns about the future of their
organizations when they depart. Everyone knows how markets react, both
positively and negatively, with the retirement of a senior officer of the company.
So too, senior-most executives share the concern as to the future of the company if
their replacement happens to not meet expectations. They don’t want to see the
value that has been created erode in a few short years, or in some cases, even
months. These folks have generally weathered many storms and regardless of the
successor’s capability, many “newbies” have been untested during difficult times.
Then there are those executives who can envision the next big opportunity around
the corner and may have even laid the foundation for that opportunity. Not being
around to see the opportunity or project through to completion can constitute a
major frustration or disappointment. Human beings seek closure and here the
executive is frustrated by their need to move on….often on a specific date
regardless of circumstance.
Finally, for many senior most executives, the loss of contact with people who they
have worked with, toiled with, celebrated with is a major source of difficulty
letting go. In fact, it’s quite the opposite of big ego which these folks are struggling
with. They recognize the importance others have played in their personal success
and achievements of their organizations. They have come to value and appreciate
team members not only as colleagues but also as friends. Indeed, on a recent
vacation I came across a book of quotes, one of which stated that “friends are G-
d’s apology for family”. Laughter aside, many of these leaders’ colleagues have
become close confidents and friends, with the corresponding realization that the
level of contact is likely to change dramatically.
In summary, before one attributes the challenges which leaders have in
transitioning into the next chapter of their lives to “ego needs”, it is essential that
we recognize that these are people first. And, as with others, there are a
multiplicity of personal and organizational reasons why leaving the organization
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can be such a significant challenge.
While many senior-most leaders will come to terms with this crucial transition
stage of their lives naturally, some will be challenged. So, given that many of us
will be in this position sooner or later, regardless of level within the organization,
here are some suggestions I’d like to provide in order to prepare and actually look
forward to the next chapter:
1. make time to stay connected with friends no matter how busy you are;
Bloomberg still makes the time to play weekly poker with his buddies from
high school (you read that right);
2. create your “bucket list” of things you want to learn and your plan (when,
where, with whom, how often) for doing so at least 5 years before stepping
down; initiate your plan in moderation, e.g., once a month, but at least 5
years before the departure date;
3. determine, along with your partner/spouse, how often you want to travel
annually, duration of trips, types of holidays and where you want to visit at
least 5 years in advance of stepping down; initiate the plan well before
stepping down;
4. consider where your extended family will be in their development, to the
extent possible, and determine how you plan to stay in relationship with
them (e.g., cottages, weekend visits, holidays, family dinners, etc.);
5. determine the type of community service and/or philanthropic activities you
plan to engage in;
6. make certain that you have your financial matters in excellent order and if
you don’t trust any of your advisors change them now;
7. get a thorough physical and create a gameplan which is realistic and
addresses your current and future needs; surround yourself with your
“wellness team”, be it physician(s), personal trainer, nutrionist, chiropractor,
psychologist and so forth;
8. figure out your cultural desires and make sure you engage in something
monthly (plays, music, film, dance, book clubs, writing)
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9. if Board work is of interest, you will need to receive some training if
inexperienced in the area and start by working on some voluntary Boards
(hospitals, schools, the arts, community associations, religious affiliations
and so forth); networking with those already on Boards is essential;
10. consider mentoring young people who are starting a new business, and if the
opportunity exists and it makes sense to do so, invest in it;
The list is endless. The goal is to stay vital in mind, body, spirit and action. The
underlying purpose is to not lose momentum once you leave your senior role.
Finally, and this might seem self-serving but it needs to be said, those of you who
are struggling with the transition, and a number of you will, including those with
ego needs, I strongly recommend you seek the input of a counselor or coach
familiar with the territory. It can save a great deal of consternation and help put
you on the right track.