THE ART OF DISENGAGEMENT

Disengagement is the best strategy to quell the temptation for overreach and overdoing. 

Founders, especially have the tendencies to unconsciously usurp more control and power beyond their capabilities and their mandates within their organizations. 

The best thing to do with disengagement is to completely pull away, when new leadership is established and a new mandate for them had been set up. The old guards must vacate not just physically but emotionally and ceremoniously so that their influence and their previous ideas of "how things should be done" no longer can sway the organization.

Believing that the organization will exist, will prosper, will evolve in new and exciting ways is something that should be in the mindset of outgoing leaders.

This is tough for those that have cared for the organization for a number of years, invested all their lives nurturing its development, and letting-go seemed to be a case of 'midlife crisis.' 

The question for leaders hanging-on is that: would the organization best served if you continue in your role or when you go? If the answer is, "I don't know."

They haven't been doing their homework thinking about accelerating goals.

​Before you can  reach the next mountain, you have to abandon the pretty hills on the way.