“Wait, how can I manage Jane if Jane is better than me? If she excels at this and I don’t, then everyone will think she should be doing my job.” And I’m here to break it to you—that might be true. And that’s a good thing. Because if someone under you does something spectacular, that just shows the company that you’ve built a great team. And that you should be rewarded for it. There should always be at least one or two people on your team who are natural successors to you. Those are the people you have more 1:1s with, who you pull into leadership meetings, who everyone will begin to notice.
