Corporations outlive their incorporators. The parallel thought is that if you want your values to endure is that you need systems that will outlive the original founders.

I saw this article by Jim Collins and it's worth noting of what he thinks of charismatic leaders and the after-thought of building a system that will endure long after they are gone.

"The old role is still seductive, though. Past models have glorified the individual leader, especially when he or she was an entrepreneur. And charismatic-style CEOs understandably find it hard to let go of the buzz that comes from having an intense, direct personal influence. But a charismatic leader is not an asset; it’s a liability companies have to recover from."

"However hard the transition to architect might be, there are three issues affecting every CEO, that encourage it ­ and eventually may even force it. One: time for creativity. Two: time span. And three: scale.

First, let’s discuss creativity. As personally energized as it is to have an effect on an employee and to touch his or her life, it’s so energy absorbing that you’re never left with enough time or spirit for real creative reflection or real creative work. Which is what mechanism building should be. The absence of that time is one great source of burnout."

Read more here!