“I do not understand how you had the time to get your real job done,” said Johanna after I had explained the significant improvements and awards the organization had won in the area of diversity and abilities awareness. My response was simple, “You have plenty of time to work collateral topics when your primary focus is on recruiting and developing people to be more capable and competent than yourself.”
The dialog created from a recent LiaV post (“Someone has to end it”), about how learning stops if you do the exact some job for too long, surfaced an interesting goal for leaders. Many agreed it was the role of the leader to develop the people and improve the systems and processes to the point that the leader actually became redundant.
While this seems like such a simple concept, it is also extremely risky. By definition it says that leaders must work themselves out of a job every couple of years. This is a very uncomfortable place to be so often. Leaders have to be very confident in their skills and contributions to become so vulnerable repeatedly. Those working for progressive leadership understand how this continues to happen. If not, leaders may not get the best assignment they deserve.
Do you believe it is the role of leaders to become redundant? have you seen a leader accomplish this goal?