There is a huge reward in being a leader. Leadership is a state that most people enjoy—it is the light that we can turn on, the clarity of sharing objectives, the joy of success. Yes, it is true, but it is also real that there is plenty of bunk about the wisdom of age. Do not get me wrong, with years, most persons gain experience, intelligence, prudence, sense. But ageing is inevitable, and there is a moment in which older generations must leave the space of younger generations with freshness and new understanding. As the merciless Mark Twain put it in his autobiography, “It is sad to go to pieces like this, but we all have to do it.”

One of the leaders' most important commitments is to understand and facilitate the succession. Leaders are expected to defy the realities of time, to better puncture the vanities and malevolence of opponents, to face competence with the best tools. And so there is a distinct cruelty to it all. We are not immortal and must not give the spectacle of a person that is struggling terribly with memory, syntax, nerves, and fragility, with a visage slack with the dawning sense that the mind is letting that person down and that, as a result, the leader is letting the followers down.

It happens with all kinds of leaders: sportspersons that were number one in the game and are not able to perform the way they did; politicians that are no longer fluid or effective communicators of policies; entrepreneurs that fail to share the markets vision; and so many other examples. The problem is when they cannot see that the date is about to arrive, or when they have no plans to start a succession or to simply step down. Asked about their decline, their communications team and his understandably protective surrogates and advisers would deliver responses to stakeholders that sounded an awful lot like what we all, sooner or later, tell acquaintances when asked about aging parents: they have good days and bad days. Accurate, perhaps, but discreet and stinting in the details.

In this case, there certainly were times where the leader could pull off a decent interview or an even better speech. But there are some of them that look lost, as if they could not understand the market anymore. There are a lot of side paths and ideas: what if they worked a shorter day? Well, that was forgivable. What if they stumbled up the stairs or shuffled from the limo to the plane, a little neuropathy in the feet was nothing compared to a wheelchair. What if the goals are not achieved, if the budget cannot go on, if the products are not working, if the company is not selling?

Let me be clear, I am not talking about age only, there are very young leaders that want to grab the position and hold on to the chair, and everyone sees that the situation is unsustainable but them. A leader must step down under several circumstances that can be broadly categorised into ethical, functional, and situational considerations. Effective leadership is not just about wielding power but about ensuring the well-being, progress, and trust of the organisation or group being led. Recognising when to step down is a hallmark of responsible and ethical leadership.

Ethical considerations

  • Loss of integrity: when a leader's actions or decisions compromise their integrity or ethical standards, they must step down. This includes instances of corruption, dishonesty, or other misconduct that erodes trust. Maintaining the moral high ground is crucial for a leader as their behaviour sets a precedent for the entire organisation.

  • Conflict of interest: leaders must avoid situations where personal interests conflict with their professional responsibilities. If such conflicts cannot be resolved, stepping down is necessary to maintain the integrity of the leadership position and the trust of stakeholders.

Functional considerations

  • Inability to perform duties: physical or mental health issues that prevent a leader from fulfilling their responsibilities effectively warrant stepping down. Leadership demands high levels of energy, clarity, and decision-making ability. If a leader is no longer capable of meeting these demands, it is in the best interest of the organisation for them to step aside.

  • Obsolescence of skills: in fast-evolving industries or fields, a leader’s skills and knowledge might become outdated. When a leader is no longer capable of guiding the organisation effectively due to a lack of relevant skills or knowledge, they should step down to make way for someone better equipped to handle current challenges.

  • Failure to achieve goals: persistent failure to meet organisational goals or milestones, despite adequate resources and support, may indicate that the leader's approach is ineffective. Stepping down allows for new strategies and perspectives that might be more successful.

Situational considerations

  • Loss of support: leadership is partly about maintaining the confidence and support of the team, board, or electorate. When a leader loses this support, due to mismanagement, policy failures, or other reasons, they should consider stepping down to preserve the organisation's stability and morale.

  • Crisis management: during crises, effective leadership is crucial. If a leader is unable to manage a crisis effectively, it might be necessary for them to step down. This ensures that the organisation can navigate the crisis with a leadership that is better suited to handle the specific challenges.

  • Transition for growth: sometimes a leader's strengths are suited to specific phases of an organisation’s lifecycle. For instance, a founder who excels in the startup phase might not be the best person to lead a large, mature organisation. Recognising this, a leader should step down to allow for leadership that can guide the organisation through its current phase.

Stepping down as a leader is a difficult decision that requires self-awareness, humility, and a commitment to the greater good of the organisation or group. Whether due to ethical breaches, functional incapacity, or situational dynamics, the decision to step down should be guided by the impact on the organisation’s health, stability, and future. A true leader recognises when their tenure is no longer beneficial and takes the necessary steps to ensure continued progress and success. This act of stepping down, when done for the right reasons, can be the most powerful and positive decision a leader can make.