President Joe Biden will not run for re-election in November.
As a leader, he has decided that enough is enough, and he has to step down.
Whether he went voluntarily or was forced is the question. A good leader knows when it is time to step down, or do they? One of the challenges for strong leaders is recognizing when that time has come.
Much depends on the team around you—how honest are they in their feedback and opinions? They say that Biden’s team had a lot invested in his pursuit of a second term, including their own careers and futures. So, were they the best to offer truly impartial advice?
True leadership qualities
It seems that Biden made up his mind quite quickly—informing his staff of the decision mere minutes before it was announced. It appears that he realised it himself, demonstrating true leadership qualities.
But, as a leader, deciding to leave is one of the toughest choices to make.
If you are part of a large organisation, such as the military, a large company, or a public sector institution, there is a system in place that handles a person’s progression and the timing of their departure. That might be solely based on age—when you reach a certain number, you are expected to step down—or a committee of non-executives who might advise a chairman or CEO that the decision needs to be made.
However, there are many instances when leaders overstay their welcome, particularly in private companies. If you are a majority shareholder or influential figure, surrounded by plenty of “yes” people, you may never have to admit that it’s time for you to exit the stage.
Competence
Of course, what it ultimately boils down to is competence. Biden’s age would have been irrelevant if he had the cognitive abilities to continue. There is no age limit to being the President of the United States. What the electorate witnessed was a frail man making too many mistakes in very public situations. That is what ultimately hindered Biden, the genuine decline in his health. He should have stepped down much earlier, but he seemed conflicted about the right course of action. He was trapped in trying not to appear indecisive and ruin his chances. In the end, he ended up looking exactly like what he wanted to avoid—weak. Now, following this decision, he has demonstrated courage and can step down with some dignity.
But leaders must earn respect from those around them, and once that is lost, it is only a matter of time before your time is up. We can all attempt to lead, but much depends on those we are leading in determining whether we will be successful or not.
In the military, you know where you stand.
You progress through the ranks based on merit and are constantly being evaluated. If you do not perform well, you will be informed, and if you do not improve, there are various ways in which you receive the message. You might be assigned to a less significant role, simply not promoted, or advised that pursuing a new career is appropriate. There is a large personnel department that plans your advancement within the command structure. It is difficult to hide.
Skills and experience
I reached the rank of Colonel. It was a rank that suited me, one in which I could utilise all my skills and experience. However, progressing further would not have been meaningful for me—it can become somewhat political as you climb the ladder, and I instinctively knew that it was not for me. I was fortunate in that regard—I chose to step down; the decision was not made for me.
But exiting with dignity is one of the most challenging decisions a leader will have to make.
In my opinion, the business world can learn a great deal from how the military handles things, especially when it comes to career planning. This is one of the themes in my upcoming book, Ground Truth.
Ground Truth is set to be released early in 2025. To reserve a copy, please join the list.