Let’s continue our series of coaching questions with number 7: At a town hall meeting many years ago, our boss told us that any of us needed to be replaceable. One of our colleagues was about to retire, after 45 years in the company. The colleague had held various senior roles and had been vital to our success.

While many wondered how we would fare without the colleague’s knowledge and expertise, we were reminded that anyone needs to be able to step up, change jobs or leave. So that someone else would get a chance to take over and grow.

Anyone, in fact, was replaceable.

Our boss did not mean to threaten or frighten us. Quite on the contrary.

No organisation can remain healthy and thriving if there is a risk of expert knowledge being centralised with only one, respectively a few people.

Organisations need succession plans. There will always be changes, planned and also unforeseen ones. And for the unforeseen changes, being ready matters.

Organisations need to be comfortable with good people leaving them. There will be someone else who can not only bridge the gap but also bring a new perspective to the role.

In a world where change is the only constant, how do you ensure you’re replaceable yet indispensable?

What are your thoughts on this?

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