Many leaders grapple with a silent fear: the fear of becoming replaceable. This anxiety manifests as a reluctance to fully empower others, to delegate effectively, or to cultivate successors who might surpass them. However, what if relinquishing control is, in fact, the most potent leadership move?

Rachael Appenteng, Human Resource Director of Telecel Ghana, recounts early career advice from a mentor: “Never be afraid to work yourself out of a job,” and “Never think you’re irreplaceable.” Initially counterintuitive, these words ultimately reshaped her leadership philosophy. True leadership, she realised, isn’t about clinging to a position but about building enduring structures.

A natural instinct for leaders is to safeguard their roles, often leading to overcommitment and a resistance to delegation. This behaviour, fuelled by a need for validation, can result in burnout, operational bottlenecks, and a stifled organisational culture.

Leaders sometimes feel compelled to prove their indispensable value. However, developing capable successors is not a sign of weakness, but of strength. It signifies sustainability and the creation of a lasting legacy.

“Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence,” says Sheryl Sandberg, author and Meta Platforms executive. This sentiment, according to Ms. Appenteng, highlights that leadership is about continuity, not control.

Ms. Appenteng’s experience has demonstrated the positive outcomes of mentorship and empowerment. She notes that investing in team members fosters confidence, capability, and generates fresh ideas. “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,” she states.

A common fear preventing leaders from delegating is the concern that the organisation might no longer need them. Ms. Appenteng argues that a leader’s value is not tied to a specific role, but to their ability to evolve, navigate change, and facilitate the growth of others.

During her time at HSBC, Ms. Appenteng observed a culture that encouraged continuous professional development, rather than long-term tenure in a single position. This prioritisation of growth fostered trust, progression, and served as “a powerful antidote to fear.”

At HSBC, employees were encouraged to explore new roles every three to four years. This wasn’t simply job-hopping, but a strategic approach to enhance skills and ensure a versatile, adaptable workforce capable of meeting evolving challenges.

This rotational approach fostered a wider perspective, deepened expertise, and enabled meaningful contributions at all levels. The result, she emphasizes, was a dynamic environment where growth was the norm, and stagnation was replaced by opportunity.

When individuals feel supported in their professional growth, they shift their focus from securing their positions to making a significant impact, building a lasting legacy, and contributing to the organisation’s success. Leaders who model this behaviour inspire a ripple effect throughout the company.

So, how can leaders cultivate an environment that encourages fearlessness? Ms. Appenteng suggests several key initiatives:

• Normalise succession planning, framing it as a strength, not a weakness.
• Reward growth and the embrace of new challenges, rather than solely valuing tenure.
• Create safe spaces for vulnerability, allowing leaders to express their concerns without judgment
• Invest in development opportunities for all team members.
• Leaders themselves must model the desired behaviour by demonstrating trust and a willingness to move on.

Ultimately, true leadership success isn’t defined by being irreplaceable, but by building a team capable of thriving independently. This allows leaders to move forward with confidence, knowing they’ve made a lasting contribution.

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