Oct 6, 2026 · 52 min · 9 segments
Being the person everyone turns to can feel like the ultimate sign of success. But what happens when you’re no longer there? Cindi Baldi and Elizabeth Ledoux pose a tougher test of leadership…
Elizabeth LedouxGuest
Cindi BaldiHost
Uh, most leaders spend their careers trying to become more valuable to their organizations, but succession seems to require, uh, the opposite.

And, um, I think one of the best ways that I've found to help people do that is to shift their focus from themselves and what they're doing and how they're building their company to actually seeing themselves more of like a steward of the business.

Because if you are going to have a business that goes on past your lifetime, past your effective time of work, um, it is going to require, just by definition, that you have successors who will run it without you and who are capable and, um, and also who you trust, right? Who, who you can help to get that off the ground.

So if you start to think of yourself as a steward of the business, once you have yourself hopefully financially independent of the business and other things like that, or you work towards that, um, I think that helps you then to have a bigger vision, you know, maybe a decade vision or 100-year vision, and some of the owners that we work with do want their businesses to be multi-generational, whether it's family or non-family.

Yeah, I, I, you know, we often have this conversation with just leaders in general, not even so much a succession plan, but, like, even just a development plan.

Like, if you are an organization, the, the definition of success is this organization can continue on without you, and I think that what we find is many people feel like that the organization will fall apart without them, and we're trying to turn them and, and, and understand that that is actually not success.

That's, like, the opposite of running an organization [laughs] and what you want.

Like, it is supposed to continue on, and we all have to plan for the day that, uh, you know, like, hopefully we all live to be very old and, and die peacefully in our sleep, but, like, we have to plan for the process of, like, hey, any of us, we might not, we not, might not make it to the next day, and if we do, this thing that we love and we built, are we ready to have, like, will it continue on without us?

And I think embedded in what you're saying is, is sort of this change in how an individual defines success in terms of their leadership.

This is my philosophy, but one of your jobs, I think, as a parent is to raise children who are independent of you-

Uh, most leaders spend their careers trying to become more valuable to their organizations, but succession seems to require, uh, the opposite.

And, um, I think one of the best ways that I've found to help people do that is to shift their focus from themselves and what they're doing and how they're building their company to actually seeing themselves more of like a steward of the business.

Because if you are going to have a business that goes on past your lifetime, past your effective time of work, um, it is going to require, just by definition, that you have successors who will run it without you and who are capable and, um, and also who you trust, right? Who, who you can help to get that off the ground.

So if you start to think of yourself as a steward of the business, once you have yourself hopefully financially independent of the business and other things like that, or you work towards that, um, I think that helps you then to have a bigger vision, you know, maybe a decade vision or 100-year vision, and some of the owners that we work with do want their businesses to be multi-generational, whether it's family or non-family.

Yeah, I, I, you know, we often have this conversation with just leaders in general, not even so much a succession plan, but, like, even just a development plan.

Like, if you are an organization, the, the definition of success is this organization can continue on without you, and I think that what we find is many people feel like that the organization will fall apart without them, and we're trying to turn them and, and, and understand that that is actually not success.

That's, like, the opposite of running an organization [laughs] and what you want.

Like, it is supposed to continue on, and we all have to plan for the day that, uh, you know, like, hopefully we all live to be very old and, and die peacefully in our sleep, but, like, we have to plan for the process of, like, hey, any of us, we might not, we not, might not make it to the next day, and if we do, this thing that we love and we built, are we ready to have, like, will it continue on without us?

And I think embedded in what you're saying is, is sort of this change in how an individual defines success in terms of their leadership.

This is my philosophy, but one of your jobs, I think, as a parent is to raise children who are independent of you-
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.