Molly Graham
speaker
217 appearances
4 recordings
1 series
first heard Aug 2026
last heard 16 Aug
Molly Graham’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 4 in all, peaking in Aug 2026 with 4.
Appearances
But look, ultimately the most you can do is ask someone to give your plan a chance.
The next principle is even if you do everything right, the person you layer might still leave and you should have a plan for that.
Let's be clear.
Deciding to layer someone is opening the door to them leaving.
How you handle the conversations and the process makes that more or less likely, but the risk is real either way.
Choosing to layer someone is choosing to solve a problem that's more important than retaining this specific person.
You may want them to stay, but you have to be honest about the trade-off you're making.
That means planning for the version where they leave, not just hoping that they don't.
That plan doesn't have to be complicated.
It just needs to answer one question.
What will you do if this person quits?
It might be as simple as having an interim or fractional leader ready or temporarily folding their org under another leader while you regroup.
Planning doesn't mean you want someone to leave.
It just means you're not scrambling if they do.
One mistake I've seen repeatedly, and it honestly feels juvenile, is leaders getting angry when they layer someone and that person quits.
I saw this recently with a CEO who had repeatedly layered an operational leader in their organization, but then he got mad when the person found a COO role at a different company.
I think it often happens because someone like the CEO still believes the opportunity at the company is great.
And maybe it is from their perspective.
But the person being layered may not experience it that way at all.
Your job as a company leader isn't to assume that they'll see it the way you do.
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