How to replace a legacy leader

Liverpool manager Jürgen Klopp, New England Patriots coach Bill Belichick, and University of Alabama football coach Nick Saban all recently made the decision to leave their posts as head coaches. These coaches made lasting impacts on their respective teams. As they step away, many are wondering, How could any new coach ever replace them? The truth is, there often isn’t a way to replace a larger-than-life leader. Instead, the key is to find a leader to help an organization move on to a new chapter.

Whether in sports or in the office, navigating a change in leadership is never easy. It is especially difficult when the person leaving made a long-term, and seemingly irreplicable, impact. Leading a team through the loss of what I call a “legacy leader” requires preparation, authenticity, and conviction that while the workplace may not be the same, it is still going to be successful.

For the new leader taking on this challenge, or for the support systems that remain when a legacy leader leaves, the following tips can guide any team through this transition.

Avoid the “rebound leader” pitfall

Attempting to fill the shoes of a legacy leader comes with significant pressure, stress, doubt, and hope. New leaders often internalize unrealistic expectations leading to a shortsighted view of the role. Many new leaders feel they have too much to prove in too little time. This mentality is ultimately counterproductive. These kinds of incoming leaders often become “rebound leaders,” only holding their roles for a few highly scrutinized years before the organization moves on to someone else, having had the benefit of more time away from the legacy leader to recognize what the team really needs most in this next chapter.

I work with C-suite executives to help them take on new leadership roles in their own unique way. To avoid being a rebound leader, here are three things to focus on:

1. Find the pocket.

A strong leader must find their own way to lead, rather than trying to mirror what was done in the past—no matter how beloved or successful the predecessor may have been. This is best achieved by balancing listening with decisiveness, humility with confidence. If there is a strong track record that stakeholders expect to see continued, the new leader must earn their trust as an equally capable individual.

As an executive coach, I teach my clients how they can leverage the mindset and skill set of a coach as they step into their new roles. Tools such as asking great questions and listening attentively allow an incoming leader to benefit from the wisdom of those who have been on the team longer.

2. Don’t try to fill their shoes. Bring your own.

Trying to fill someone else’s shoes is a recipe for imposter syndrome and will feel inauthentic and unsustainable. The goal is to break out of the mindset of being in the legacy leader’s shadow. Remember that each new position has to be earned. A new leader must find their own path forward.

3. Right-size expectations about timelines.

Most incoming replacement leaders are not expected to sustain the existing records. However, they should be sure to have a clear understanding about the timeline in which demonstrated results can be expected. Outlining what the team and other stakeholders can expect will make it easier for them to earn everyone’s trust.

Achieving success takes time. If you believe a goal will take three years to accomplish, state that from the beginning and back it up with a clear strategy. Research from Slack’s Work Force Lab shows that transparency is what leads to employee retention. Being clear, honest, and consistent in communication breeds confidence.

Step up and into the role effectively

New leaders need to step into their roles and quickly learn how to lead effectively. The following techniques will lay a strong groundwork for replacing a legacy leader in a way that will establish the necessary respect.

1. Create radical self-awareness.

New leaders should create a radical sense of self-awareness. An exciting new career opportunity is not the time to experience self-doubt. Develop an honest sense of strengths and weaknesses as a reminder of why the role was a fit to begin with.

2. Establish a strategy for success.

Incoming leaders must earn the respect of their team from day one. Signal a clear approach and ensure it involves the full team. As underlined by a recent Leadership IQ survey, understanding strategy is core to employees being able to get behind change. Open communication with teams about what the transition means for the organization and the individuals involved can foster employee support for both the leadership change and the resulting workflow changes.

3. Build a strong bench.

New leaders need to be surrounded by people who believe in them and will be honest with them. Create a personal advisory board that can support and provide gut checks when needed.

4. Stay grounded.

Fourth, new leaders should stay grounded. Establish strong resilience to combat the inner critic that will inevitably rear its ugly head. Take feedback genuinely without allowing it to hurt or activate ego.

Be present and confident

The most important tip to remember as a new leader who is replacing a legacy leader is to find ways to enjoy the role. After all, taking on a role at this scale may be a major career milestone, and stress can quickly eclipse joy, which deteriorates effectiveness.

Most incoming leaders feel compelled to try and please everyone. I encourage leaders to think broadly about earning public favor, and when critics arise, take the opportunity to demonstrate resolve.

This transition will impact everyone, from the employees and managers to shareholders and bystanders. The best way an organization can ease the transition from a legacy leader to a new leader is for the legacy leader to give their blessing to the replacement publicly. We see this in Belichick’s and Saban’s involvement in selecting their successors.

This sends a clear signal to employees that with this new leader everyone will win.

By leveraging the existing foundation and striking a balance between confidence and humility, likability and strength, a new leader can build a future that is authentic to them and fills their team with a new source of motivation.