Bryant also recounts the legendary story of former Intel CEO Andy Grove contemplating how his replacement might adopt a very different strategy facing the specific circumstances challenging the firm in the early 1980s:
"Grove asked Gordon Moore, Intel’s cofounder, 'If we got kicked out and the board brought in a new CEO, what would he do?' Moore responded by saying that a new CEO would take Intel out of the memory-chip business. 'Why shouldn’t you and I walk out the door, come back and do it ourselves?' Grove responded. And that’s what they did. They shifted Intel from memory chips to microprocessors, a crucial pivot that led to decades of prosperity for the company."
Bryant offers a compelling argument for why leaders should consider what might happen if they were replaced. How might a new person look at the situation? What other perspectives might be helpful to me now? Am I stuck in a certain mindset or beholden to certain assumptions that may no longer be valid? Leaders at all levels absolutely should ask themselves these questions from time time.
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