Twenty-five straight playoff appearances. Four Presidents Cups. Four Stanley Cups.
But, as with everything in professional sports, it’s not what you have done, it’s what have you done for me lately.
That was the sentiment facing Ken Holland, the long-time general manager of the Detroit Red Wings, who began his career with the Wings as a minor league goalie in 1983. For the past three years, however, the team has not made the playoffs. Fans were restless, and ownership under the Ilitch family listened. Steve Yzerman was named the new general manager, and Holland was kicked upstairs to the role of Senior Vice President
Yzerman, who was captain of the team for an NHL-record 19 years, led the Wings to four Stanley Cup titles. He retired in 2006 and served for a short time in the front office. He also served as general manager for Team Canada which won the gold medal in 2010. Later that year Yzerman became general manager of the Tampa Bay Lightning and turned them into a championship contender. Then last summer he abruptly resigned as GM, remaining as a senior advisor to the Lightning. The move enabled him to spend more time in the Detroit area which has remained his principal residence.
For nearly a year, Holland has fended off the rumors that he would be replaced before those rumors become official. And Holland could not have been more gracious. “We’ve spent a lot of time together over the years, and he’s a real good friend,” said Holland. “It’s a real exciting day for me to see Steve Yzerman come back to where he belongs with the Red Wings.”
One measure by which you judge an executive is his legacy, including the state of the organization when he/she leaves. And by that measure, while the past few years have been lean, Holland’s legacy is secure, and by no small measure because he is stepping aside for fan favorite Yzerman. He is also sticking around, where he is expected to play a continuing role.
No executive, no leader, has a birthright to his position. While some executives have stayed past their date of effectiveness, others left while they were still wanted, and even better, paved the way for their successor.
The question every leader must ask herself is when the best time to leave is? For the lucky ones, it will be their choice. Others may not be so fortunate, but assuming the positive, here is what a leader contemplating an exit must ask:
Do I still have gas in the tank? Being the top dog in a company or in your function requires a lot of energy. Time is never your own; you are essentially on call 24/7. Really! You need lots of energy to keep going. Many times, the will to lead is there, but the energy slips away. No shame in that, in fact, it’s a recognition that it may be time for a change.
Do I still get excited by what I do? The longer you stay in the job, the less likely it will remain as challenging. Good leaders look for challenges as a means of testing themselves as well as pushing the organization to success. Leaders who have long tenures likely lead through a crisis or two, and maybe even a reorganization, too. They also spend much time developing the bench, not simply a successor but also a cadre of qualified leaders to head key functions. Their enthusiasm is focused less on themselves and more on their team.
Am I blocking someone who could do my job better? This is the most challenging question to ask. You may be good at your job, but if there is one person waiting in the wings who could do your job better, it may be best to step aside. That is very hard if you still like what you do and have the energy to do it.
Ken Holland certainly answered that last question in the affirmative. Time will prove whether he is correct, but at the moment, he has nothing left to prove, and he goes out as a leader who put the team first. And that isn’t a bad legacy!
