In the fast-paced worlds of hospitality, private service, and C-suite support, there’s one thing that should never happen – someone stepping into a role with nothing to build on. Yet, too often, new hires and successors are forced to start from scratch, left with no framework, no guidance, and no tools for success. This doesn’t just hinder progress; it jeopardizes the success of the individual and the organization.

Leaving a Legacy Through Systems and Support

When I coach my clients, one of the key principles I emphasize is that success isn’t just about individual achievements – it’s about what you leave behind for others. It’s about setting up systems, structures, and processes that allow the next person to hit the ground running.

Think about it: if you’re the trailblazer, the one who creates policies, procedures, and best practices, why would you allow your hard work to vanish the moment you step away? By leaving things organized and clear, you create a legacy, a foundation that can be built upon, not restarted.

The 85% Rule

I have a simple rule: aim to leave the next person at 85% or better.

That means when you step out of a role, your successor should be able to start their journey with a solid understanding of what works, where the challenges are, and how to keep the ship moving forward. You’re not doing them any favors by letting them figure everything out on their own. In fact, that sets them (and the organization) back significantly.

Imagine walking into a new job where everything is in place – policies are well-documented, expectations are clear, and the learning curve is minimized. That’s what we should all strive to provide for our successors, whether it’s in an executive role, a household management position, or any other job.

Building Success in This Industry

Industries like hospitality and private service thrive on excellence, consistency, and attention to detail. When each leader, manager, or key staff member leaves a position, they should be proud of the systems they’ve created. More importantly, those systems should be so well-defined that their successor can carry the torch without missing a beat before adding their own expertise to them.

Here’s how:

1. Document Everything: Write down your key tasks, workflows, and processes. Create SOPs (Standard Operating Procedures) with pictures, screenshots, and step-by-step details that anyone can follow. Maintain this documentation electronically and as a hard-copy file.
2. Communicate Expectations: Make sure that expectations, including short-term and long-term, are clear. Don’t leave your successor guessing what goals they should prioritize.
3. Train and Mentor: If possible, overlap with your successor or train other staff members to ensure there’s knowledge transfer before you leave.
4. Foster a Culture of Legacy: Encourage your team and colleagues to think in terms of long-term success, not just immediate gains. This mindset shift ensures that everyone is thinking about what’s next, not just today.

No One Should Start at Zero

Leaving a legacy is about more than just personal pride – it’s about contributing to a culture of continuous improvement and success. When we ensure that those who follow us are stepping into a well-oiled machine, we’re building something bigger than ourselves.

In the end, no one should start at zero. Whether you’re in private service, hospitality, or corporate leadership, aim to leave things better than you found them – at least 85% better.