Eldership: The evolution of the leader

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To some extent, ‘ eldership’ is about how CEOs evolve.

Having been at the helm for a good period of corporate life with some ( near) misses and hits, what can a CEO do to pass on his knowledge and experience?

There will always be concepts of masters and apprentices ranging from the middle ages and the Guild systems and journeymen, to Jedi happenings ‘a long time ago in a Galaxy far far away’.

The key component of eldership is having an enduring legacy that will withstand the test of time and the shocks that the future will bring. Situations will change but principles will not. The one-size-fitsall approach tends not only to be an oversimplification of management principles but also a recognition that there are only so many ways that brick walls can be banged against before terminal concussion becomes inevitable.

Is a CEO then negligent if he or she does not a) pass on his or her knowledge, b) create an environment where there is a natural successor or at least a natural succession plan and c) ensure there a system in place that is responsive to context, organisational change and culture?

Passing on the secrets of leadership

No two situations in business will ever be exactly the same and no solution will be the same. Leadership is there fore a function focused on recognising this and adapting principles to ensure solutions are robust, ethical and enduring. Leaders will also realise f a i rly quickly that organisations, as well as the environment in which they operate, also change quickly. This is further impacted by the resulting change in demographics, workforce attitudes and new cultural norms in society.

Against this pressure on the organisation is the personal pressure that a CEO will face, when he or she needs to step back, lead directly or allow self (re)organisation.

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