When a new leader follows an iconic predecessor, the pressure is immense. Explore the psychology, strategies, and real-world experiments that define the art of following a brilliant leader.
When Tim Cook took over from the iconic Steve Jobs at Apple, employees and shareholders alike held their breath. Could he possibly fill the shoes of such a visionary leader? This scenario, known as the "big shoes to fill" phenomenon, is a formidable challenge encountered in boardrooms, laboratories, and organizations worldwide 4 .
Nearly half of all leadership transitions fail according to a McKinsey report 4 .
"The pressure is immense; the shadow of the predecessor looms large, and the expectation to perform at their level—or even exceed it—can be paralyzing."
The phrase "big shoes to fill" is more than just an idiom; it's a powerful psychological reality. It implies that a predecessor has left a lasting positive impact, setting a high standard that the successor is expected to meet or surpass 6 .
Successors often question their own capabilities and wonder if they have what it takes to meet the established standard. Despite evidence of their competence, they may feel like a fraud, a feeling that is common and even has some benefits, but must be managed effectively 4 .
Constant comparison to the predecessor can be a significant source of stress. Stakeholders, team members, and even the successors themselves may fall into the trap of measuring every action against the legacy of the past 3 .
A brilliant leader often leaves behind a strong culture and set of processes. The successor must honor this legacy while also making necessary changes, a delicate balancing act between respect for the past and a vision for the future 3 .
To understand the practical challenges, we can examine a well-documented case study that functions like a real-world experiment: the succession scenario at a company called Innostat.
Jack Donally, a colossal and respected figure, was the long-time CEO of Innostat, a world-renowned manufacturer of prosthetic limbs and surgical implants 2 . Just before his sudden death, the board appointed Stephanie Fortas as the new CEO 2 .
She inherited a company that was struggling; margins were narrowing as competitors engineered around its patents, and it had not launched a major new product in four years 2 . A year earlier, the board had rejected a large-scale reorganization plan that could have addressed these issues 2 .
In this "experiment," Stephanie faces several independent variables that she must manipulate to achieve the desired outcome—a successful turnaround.
Should she revive the large-scale reorganization plan previously rejected by the board? This is a high-risk, high-reward variable 2 .
Frank Timoshotsky, the self-effacing head of production and Jack's protégé, was passed over for the CEO role. Stephanie must decide whether to fire him or secure his allegiance—a critical test of her ability to manage team dynamics and legacy relationships 2 .
Her coach advises her to avoid the risky reorganization and instead focus on scoping out new products and driving them through, emulating Jack's old methods 2 . This presents a choice between a bold, new strategic direction and a safer, legacy-oriented approach.
Four experts analyzed this case, much like scientists reviewing experimental data, and their conclusions provide a framework for action 2 . The consensus highlights that success in such a transition depends less on replicating the predecessor and more on a few key strategies:
A leader must evaluate whether they have the right team to accomplish their priorities.
New leaders should identify and achieve early, visible successes.
This is especially crucial when leading former peers.
Based on analysis of real-world successions, the following tools help new leaders navigate the challenge of filling big shoes.
To build trust and respect by being genuine, rather than imitating the predecessor's style.
Example: Tim Cook at Apple was calm and collaborative, not trying to "be Steve Jobs" 4 .
To balance the need for change with respect for the organization's legacy, avoiding rash decisions.
Example: Satya Nadella at Microsoft respected core products like Windows while shifting culture to cloud-first 3 .
To provide a safe space for discussing challenges and gaining unbiased perspective.
Example: Engaging an executive coach or an external mentor for confidential advice and support 4 .
To unite the team around a common future goal, moving the focus away from the past leader.
Example: Christine Lagarde explicitly stated she would have her own style at the European Central Bank 4 .
The strategies employed by successors have measurable outcomes. The following data, drawn from analyses of high-profile transitions, illustrates the patterns of success and failure.
| Communication Approach | Effect on Team Morale | Example Phrase |
|---|---|---|
| Humble and Acknowledging | Builds respect and trust | "I know [predecessor] did an incredible job, and I'll do my best to build on that foundation." 6 |
| Overly Confident | Can create unrealistic expectations | "I'm going to fix everything my way." |
| Vision-Oriented | Unites team toward a common goal | "I'm excited to work with you all to write the next chapter for this company." |
Stepping into the shoes of a brilliant leader is undoubtedly a daunting task, but it is not an insurmountable one. The science of succession tells us that success is not about replication; it is about transformation.
They balanced humility with vision, respected the past while boldly steering towards the future, and, most importantly, remained unapologetically themselves.
The journey is fraught with pitfalls, but by leveraging a strategic toolkit, maintaining the right mindset, and learning from both the experiments that succeeded and those that failed, any leader can not only fill big shoes but also walk their own remarkable path.