As CEOs, we often feel deeply attached to our roles. We pour our hearts and souls into building a company, nurturing our teams and achieving ambitious goals.

But just as the greatest athletes recognize the importance of passing the torch, so too must visionary CEOs master the ‘art of leaving’, orchestrating a graceful and successful transition that ensures the continued prosperity of the organization while allowing for a new chapter of personal and professional growth.

I recently exited my role as CEO of a niche media and publishing company. I’d be lying if I said it wasn’t hard – very hard. It wasn’t the physical demands of an athlete that I grappled with, but the emotional weight of relinquishing a position that had consumed so much of my life and identity.

The idea of stepping down, of leaving the helm after six rewarding years, felt akin to a gardener handing over a meticulously cultivated garden or a parent letting go of a grown child. There was a profound sense of loss mingled with a quiet anticipation of what lay ahead.

New possibilities, new identity

I’d been a chief and senior executive at other companies, so was experienced at succession. But this transition presented its own set of unique challenges – the most significant of which was that I still loved my job. The role was immensely fulfilling, a rewarding blend of my passions for business, community and creativity.

But the passing of a dear friend from cancer at 59 served as a stark reminder of life’s fragility. A quiet yearning began to stir within me – a desire to embrace new challenges and experiences. My husband and I began to discuss the possibility of retirement, a concept that had previously seemed distant and abstract.

Having successfully overseen succession initiatives at other organizations, I understood the importance of cultivating a strong bench and had diligently worked to empower and develop my team members, preparing them to assume greater responsibilities.

Yet despite these preparations, I resisted the initial thought of stepping down. A wave of anxieties washed over me.

Was I making the right decision? How could I abandon a role I genuinely loved? Doubts crept in, often tinged with a disconcerting dose of ego: How would the organization manage without my guidance? How would the culture I had painstakingly cultivated evolve? These self-centered concerns, while unsettling, were undeniable.

I also grappled with profound identity questions: Who am I, if I am not the CEO of this company? Would anyone even return my phone calls? And perhaps most pragmatically, I wondered about the practicalities of my new life: How would I maintain intellectual stimulation and stay abreast of industry developments? How would I cultivate meaningful social connections?

I quickly recognized that my primary focus must remain on the wellbeing of the organization, not on my own personal anxieties. My responsibility now lay in ensuring a smooth and successful transition, a transition that would not only safeguard the company’s future but also provide me with the opportunity to embrace a fulfilling new chapter in my life.

Long-term transition planning

Knowing that this day would come eventually, I had invested significant effort in nurturing a pipeline of exceptional leaders, cultivating their talents and preparing them to assume greater responsibility. This involved not just identifying potential successors, but also creating a supportive environment where these individuals could thrive and develop their leadership skills.

Open and honest communication was paramount throughout the entire process. We maintained a transparent dialogue with employees and key stakeholders, addressing their concerns and answering their questions candidly.

Past experiences had taught me that ambiguity and a lack of clarity can breed confusion and mistrust. We therefore established a clear communication protocol, encouraging open and direct conversations between the owner, the incumbent CEO and the designated successor. This commitment to forthright dialogue fostered trust and ensured that any potential challenges were addressed proactively.

As the months went by, a fascinating aspect of this transition became apparent: the inherent power of change itself. As I began to step back, handing over the reins, the new leadership team naturally brought their own perspective and approach.

This inevitably led to a series of adjustments within the organization: promotions, new opportunities for advancement and the emergence of new leaders. Watching these positive shifts unfold was incredibly gratifying. It felt as if the garden I had carefully cultivated was blooming even more fully under the skillful stewardship of a new gardening crew, and the team members I had nurtured were now confidently charting their own path.

Witnessing this growth made my own departure easier, a testament to the resilience and dynamism of the organization.

Retirement as a new lifestyle

My initial vision for my own future involved a complete retreat from the professional world, a period of blissful inactivity and personal rejuvenation. However, my owner, a seasoned entrepreneur with a keen understanding of my personality, had gently challenged this notion from the start.

“You’ll never truly retire,” she said with a knowing smile. “Your curiosity and drive are simply too ingrained.”

Her observation was astute, as usual. After several months of reflection, I realized that my passion for leadership and the business world would not allow for a complete withdrawal.

This realization led to a meaningful exploration of how to redefine the concept of retirement, to a ‘rebalance’, a transition from a full-time executive role to a realigned and fulfilling lifestyle that integrated my professional and personal aspirations in different proportions.

Confronting the ego-driven anxieties and identity questions that had initially plagued me required a conscious effort. I drew upon my past experiences, acknowledging that my identity is not solely defined by my professional achievements. My role as CEO, while significant, was but one facet of my multifaceted identity.

I am equally an artist, a writer, a poet, a nature enthusiast, a devoted wife and stepmother, a daughter, friend, teacher and adventurer. This realization provided a sense of liberation, allowing me to embrace the possibilities that lay ahead.

After a gradual transition where I handed off more and more responsibility, my successor officially took the helm at year end. I’m cheering him and the organization on from the sidelines and am embarking on a new and more diverse chapter in life.

I’ve joined the faculty of my alma mater’s business college, launched a boutique consulting and coaching firm for CEOs and business leaders, and I continue to serve on corporate and nonprofit boards. I’m also devoting more time and attention to my lifelong passion for writing, nurturing my creative spirit through poetry and prose.

Perhaps most importantly, I’m making plans to spend more time with loved ones, to travel and explore the world. In short, I’ve begun to answer the question, “Who am I, if I am not this job?” with a simple yet profound affirmation: “I am me.”

Opinions expressed by The CEO Magazine contributors are their own.