I can name the people who could step into my role if I left tomorrow.

I treat developing successors as a core duty, not a future project.

I use everyday interactions and challenges as development opportunities.

I develop the people who could replace me before I need them to.

I build capability that will outlast my tenure.

I measure my leadership by the leaders I produce, not just the results I deliver.

I share knowledge rather than hoarding it as job security.

I am preparing successors who could step into my role tomorrow.

My team is stronger this year than last year because of deliberate development.

My departure would be felt but would not damage the organization.