There’s a quiet fear that many leaders carry: the fear of becoming replaceable. It’s the voice that says, “If I empower others too much, if I delegate too well or if I build successors who can do what I do (or even better), I might lose my relevance.” But what if the opposite is true? What if the most powerful thing a leader can do is work themselves out of a job?
Early in my career, my mentor gave me two pieces of advice that have shaped the way I lead to this day. First, never be afraid to work yourself out of a job. Second, never think you’re irreplaceable. At the time, both felt counterintuitive. I was ambitious, eager to prove myself, and like many young professionals, I believed that being indispensable was the ultimate goal. But over time, I realised that true leadership isn’t about holding tightly to a role, it’s about building something that lasts beyond you.
There’s an instinct to protect our positions. We take on more than we should, we resist delegation, and we convince ourselves that no one else can do what we do. It makes us feel worthy, validated, essential. But this mindset can be dangerous. It leads to burnout, bottlenecks, and a culture where growth is stifled because people are afraid to let go.
As leaders, we sometimes feel we must prove we’re the ones doing the job. We fear that if someone else steps up and does it well, it might reflect poorly on us. But the reality is, when we develop others to take our place, and they succeed, it’s a reflection of our strength, not our weakness. It means we’ve built something sustainable. It means we’ve created a legacy.
Author and Meta Platforms executive, Sheryl Sandberg, said it best: “Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.” That quote has stayed with me because it captures the essence of what leadership should be, not about control, but about continuity.
I’ve seen this play out in my own career. When I’ve taken the time to mentor, coach, and empower my team, the results have always been positive. Not only do individuals grow in confidence and capability, but the organisation benefits from fresh ideas, renewed energy, and a stronger bench of talent. And when I’ve stepped away, whether for a holiday, a new role, or a new challenge. I’ve done so knowing the team is ready and able to carry on. This is always a proud moment for me.
Of course, there’s another fear that often holds leaders back: What if my company thinks it no longer needs me? This fear drives people to cling to their roles, take on everything themselves, and avoid succession planning. But here’s the truth: if your value is tied solely to your current role, you’re limiting yourself. Your real value lies in your ability to evolve, to lead through change, and to help others rise.
One of the most powerful lessons I learned during my time at HSBC was that you weren’t encouraged to stay in a role until you could do it with your eyes closed. Instead, you were encouraged to stay in the company. Development was key. You were expected to grow, move, and stretch. This approach not only retained talent but also created a culture of trust and progression. It was a powerful antidote to fear.
The culture was evident. Employees were expected to explore new roles every 3 to 4 years. This wasn’t about job-hopping for the sake of change; it was a deliberate strategy to help you grow, stretch your capabilities, and continuously develop new skills. This approach wasn’t just about personal development; it was designed to benefit the organisation by ensuring a versatile, agile workforce ready to meet evolving challenges.
By moving through different roles, you gained a broader perspective, deepened your expertise, and became better equipped to contribute in meaningful ways at every level. This mindset created a dynamic environment where growth was the norm, and fear of stagnation was replaced by a culture of opportunity. It not only retained talent but created a culture of trust and progression. It was a powerful antidote to fear.
When people know they can grow within an organization, they stop clinging to roles out of insecurity. They start thinking about impact, legacy, and contribution. And when leaders model this behaviour, when they show that it’s okay to move on, to pass the baton, to trust others, it creates a ripple effect throughout the company.
So what should leaders do to create an environment where fearlessness thrives?
First, normalize succession planning. Make it clear that developing successors is a sign of strength, not weakness. Celebrate those who build strong teams and prepare others to lead.
Second, reward growth over tenure. Don’t just recognise those who stay in a role for years – celebrate those who evolve, take risks, and embrace new challenges.
Third, create safe spaces for vulnerability. Let leaders express their fears without judgment. Growth starts with honesty.
Fourth, invest in development. Make learning and mobility part of your culture. When people know they can grow, they stop clinging.
And finally, as leaders, it’s important to model the proper behaviour. Show your team that you’re not afraid to move on and that you trust them to carry the torch.
True success isn’t about being irreplaceable. It’s about being so effective that your absence doesn’t create chaos but instead creates opportunity. When you’ve built a team that can thrive without you, you’ve done your job. And when you’re ready to move to the next stage, you’ll do so with confidence, not fear. It might just be the most powerful thing you ever done.
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The writer, Rachael Appenteng, is the Human Resource Director of Telecel Ghana
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