Anyone who's spent a great deal of time in leadership has probably encountered the great sucking sound of a "power vacuum." For those wondering, this isn't an Oreck.
A power vacuum in leadership is created when someone very influential leaves the organization without a successor lined up. The loss of that leadership leaves a huge hole that has to be filled. When someone eludes to "big shoes to fill," they're likely referring to a power vacuum, whether they realize it or not.
When a power vacuum exists, the organization tends to stumble. If the company had been a smooth running train, a power vacuum can cause it to cough and sputter until that vacuum is filled.
In your workplace, if a valuable member of the office leaves, someone has to learn their job and pick up the slack. In leadership, that slack is amplified by the amount of influence of the exiting person.
Those in charge of organizations would do well to have plans in place for succession should a valued leader depart. This applies to Fortune 500 companies all way down to churches. Anywhere leadership is required, a plan of succession should also be in place to prevent power vacuums.
If the organization is healthy, the vacuum can immediately be filled with someone who will keep the train moving smoothly along the track. Let a vacuum persist, and eventually the company will jump the tracks and be derailed. In fact, I would contend that even a poorly planned succession can lead to derailment. For long term success, power vacuums cannot be allowed to exist. If they do, they must be filled properly, but quickly.
Tomorrow, I take a different twist on the power vacuum -- the nightmare power vacuum. Here's a clue: it isn't a good experience.
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