Day 28 · Act V — Lead for the Future

Talent, Succession and Developing Leaders

Delegation · Talent pipelines · Multiplying capability

~30 minutes

Your success is measured by who can lead without you.

The Core Idea

Leaders either multiply capability or diminish it. Multipliers stretch people, delegate real ownership and see genius in others.

Succession is not a document; it is a practice — giving people progressively bigger challenges and honest feedback.

The Mental Model

From Liz Wiseman: multipliers amplify intelligence around them; diminishers drain it.

At work: A multiplier asks a junior analyst to lead the board pre-read; a diminisher rewrites it overnight.

The Case Study

DocumentedInfosys transitioned leadership among its co-founders over decades before appointing its first non-founder CEO in 2014.

Interpretation: planned founder succession is rare and difficult; it reveals both strengths and stresses of leadership pipelines.

Cinema & Story

A teacher's lasting impact lies in the courage awakened in students.

The Reading Room

Liz Wiseman

How the best leaders make everyone smarter.

Further reading: The Leadership Pipeline — Charan, Drotter & Noel

The Journal · Portfolio output: Succession and delegation plan

1. Who could replace you in 18 months? What do they need?2. What are you holding that you should delegate?3. When have you acted as a diminisher?

The Field Experiment · within 24 hours

Delegate one meaningful decision — not a task — to someone this week.

The Evening Review

What did I learn?What did I do differently?What will I change tomorrow?

Build leaders, not followers.