How to hire yourself out of a job (and why this is ok)

Over the years, I’ve had the privilege of working with some brilliant founders. The ones who manage to build something special (however they define success) tend to have three things in buckets: razor-sharp intellect, relentless drive, and magnetic charm. These qualities are the fuel for early stage ventures.

But eventually, every founder runs into the same, unavoidable challenge:

How do you hire someone to do “your job” so the business can grow beyond

Succession planning can feel uncomfortable. A bit like writing a will, it’s easy to ignore, but ultimately necessary if you want to avoid a mess later on.

Founders can’t be replaced, and that’s ok! 

Let’s start with the obvious: founders are irreplaceable. They pour their energy, time, and often a piece of their identity into building something from nothing. So the goal of succession isn’t to find a clone. It’s to figure out what kind of leadership the company needs next, and that’s often quite different from what it needed at the beginning.

Vision first, hire second. 

Start by imagining what the organisation could look like in the next 2–5 years. What changes in scale, geography, services, or team culture do you anticipate? That future vision gives shape to what kind of leadership you'll need to get there. 

The founder’s current team may be able to sustain today’s operations. But building for the future usually means letting go of control in key areas, which will be tough. Recognising your own limits as a leader isn’t a weakness. It’s a strength.

Build vs buy

Once you’re clear on what the business needs, you can consider how to fill that leadership gap. Do you build (from within) or buy (from the outside)? 

Bringing someone in from outside brings fresh thinking, new networks, and perspective. Promoting from within offers continuity, cultural alignment, and a smoother handover.

(Confession time!) internal doesn’t mean cheap. Far from it. Developing an internal candidate takes time (often away from the day job) and money, with dedicated coaching and learning opportunities to maximise growth.

Be transparent

Herein lies a risk. A lack of transparency kills morale. If team members feel misled about their chances of stepping up, or unclear about the process, it can create lasting resentment. The fairest way? Run a proper recruitment process and support internal candidates to compete on merit.

What to look for in a successor

You're not trying to copy yourself. You're looking for someone with:

• Initiative – who spots what needs to be done and does it.

• Curiosity – who seeks to understand, learn, and evolve.

• Growth mindset – who’s excited by challenge, not daunted by it.

Grow the talent you want to keep 

This doesn’t happen by accident. Here’s how to start:

• Delegate with trust – Give real responsibility, not just tasks.

• Offer mentorship – Connect them with mentors inside or outside the organisation.

• Invest in development – Fund training, coaching, or stretch assignments.

• Create space for risk – Let people try, fail, and learn in a psychologically safe environment.

  
  

So, much like writing a will, don’t leave succession planning until the last minute and the sooner you start, the better it’ll be for your business! 

Thanks