Replacing an iconic leader like Anna Wintour is a brave but challenging ask. It comes with the unspoken weight of expectations, criticisms and comparisons. Here’s how leaders can ace the succession game
After 37 years as editor-in-chief at the American Vogue, Anna Wintour (right) handed over the reins to Chloe Malle (left). Pic Courtesy/ Getty Images
A few months ago, one of the most iconic and influential figures in the fashion biz, Anna Wintour, stepped down after nearly four decades of helming US Vogue. Her successor Chloe Malle, who has been titled head of editorial content, has admittedly big shoes to fill — Wintour is not only credited with building the magazine into a ‘cultural force’, but has also built The Met Gala fundraiser into the global fashion phenomenon it currently is, and has had movies and books created in her likeness. Malle’s position is undoubtedly an unenviable one. While the floodgates of comparisons and criticisms have already opened with her maiden cover, she must also contend with the task of stepping out of Wintour’s shadows and creating her own legacy.
Individuals stepping into leadership roles should not hesitate to show their own individuality in the face of existing expectations
“Replacing a longstanding or a very successful leader in any industry is never easy, especially when the leader becomes synonymous with the brand. Take, for example, Steve Jobs at Apple or Sir Alex Ferguson of Manchester United. The trust that customers place in a brand becomes intertwined with the trust they place in the leader. There is also a subconscious expectation that the new leader should be identical to the old. And that’s especially challenging because no two people are ever truly alike. Internally, the new leader could face emotional resistance from the team, out of a sense of loyalty to the outgoing individual. It’s almost as if the newcomer is refused a fair chance to prove themselves,” says Ojas Mehta, a life-purpose coach. But, as he and emotional intelligence and personal development coach Taylor Elizabeth note, the right handover process can ease the pressure considerably.
Taylor Elizabeth
Breaking the mould
For the incoming leader, the real challenge is stepping into a space that feels almost impossible to fill. “As a successor, they aren’t just taking on a role; they are inheriting expectations, traditions and a team shaped by years of one leader’s influence,” says Elizabeth, adding that the incoming leader should combine their own individuality while respecting the foundation of their predecessor’s legacy.
It is important for the new leader to build rapport, mentor colleagues and build an environment of trust. Representation Pics/Istock
This ensures that they don’t succumb to either invisibility or rejection. “Don’t hesitate to show up as yourself. Who we are is far more valuable than trying to match up to the most successful or respected someone else. At the same time, it’s vital to take steps to maintain continuity early on, to build stability and credibility,” Mehta adds.
Mentoring change
The outgoing leader has a major role to play in easing the transition. “They should spend time mentoring the successor, as well as creating an atmosphere of ease and trust,” says Mehta. On the successor’s part, he clarifies the need to steer clear of caving to expectations of filling their mentor’s boots. “It’s crucial for them to believe in themselves, their capabilities, their worthiness and their vision. While being respectful to their mentor, they should avoid direct comparisons by either themselves or their team. Don’t lose sight of the fact that the route to big wins is paved with small successes — these can build the new leader’s reputation and prove their competence,” he says. Elizabeth points out that some comparisons are inevitable, but it is important to contextualise them: “Instead of being paralysed by their weight, see them as proof of the role you’ve been entrusted with.”
Ojas Mehta
Slow and steady
Once you’ve come onboard, focus on building allies and on demonstrating how your perspective complements what came before, says Elizabeth. Don’t overhaul too quickly, dismiss the past or react defensively. “Approach the role with a strong and deep sense of self-esteem and self-assurance. This will help you to look past early criticisms and negativity. It’s equally important to have a clear sense of purpose that lets you know why you are taking up this role and what impact you want it to have. Once you have that clarity, it builds in you a sense of conviction that others can identify,” says Mehta. And, while early missteps are inevitable, being compassionate towards yourself can help you to bounce back.
The succession checklist
Say Yes to
>> Being confident and unapologetic for who you are
>> Assuring people with words and actions, of your intentions, and letting them know that you really care
>> Making people feel heard, included, and important
Say No to
>> Changing too much too soon, especially before establishing trust and a sense of safety
>> Being disrespectful of the brand’s DNA, its history, and the former leader
>> Trying to imitate the outgoing leader, which can be misread as a lack of confidence
>> Playing it too safe to avoid difficult situations
Inputs by Ojas Mehta
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