Role Legacies
What do you want to be remembered for?
A few months ago, Jimmy Carter, the 39th President of the United States, passed away at the age of 100. This, of course, prompted a number of articles revisiting his life and legacy. In an interview with CNN’s Lary King in 1997, he was asked what he wanted his legacy to be. President Carter responded, “If people 100 years from now remember me, I would like for them to connect peace and human rights to my name.” This got me thinking about the quip, “what do you want on your tombstone?” While you certainly can and perhaps should periodically think about this life purpose, we also should be thinking about this with each job, role, and project we undertake. Each of us, if we’re lucky, hold dozens of titles in the course of our career, often at different companies. As we progress in our careers, I think it is healthy to consider what do we each want to be known for? Instead of a lifelong legacy written on our tombstones, we can think about these as mid-career legacies or role legacies.
As a young engineer, would you like to be known for high quality work? As a new product manager, do you want to be known for always putting the customer’s needs first? As a CTO, is it appealing to be thought of as having superb leadership and technical prowess? Periodically asking this is important because it helps focus your thoughts, goals, and priorities. There are always too many things to work on and paths to follow. Having a clear understanding of what we want our role legacy to be, allows us to focus on what is really important to us.
Role-specific legacies demonstrate how impactful individuals can be when they focus their efforts within a single position. Frances Perkins, as U.S. Secretary of Labor, fundamentally changed the American workplace by championing Social Security and establishing unemployment insurance during the New Deal. Similarly, George C. Marshall, in his role as Secretary of State, reshaped post-war Europe through the Marshall Plan, which rebuilt economies and fostered international stability. These individuals remind us that even within one role, a person’s contributions can resonate far beyond their tenure. Crafting a role-specific legacy allows professionals to align their actions with both personal values and organizational goals, ensuring a lasting impact. By asking, “What do I want to accomplish in this role?” leaders can define a clear purpose that guides their decisions and leaves an enduring mark.
Achieving immediate results while building for the future is a hallmark of role-specific legacies. Benjamin O. Davis Jr., as commander of the Tuskegee Airmen during World War II, not only proved the combat effectiveness of Black aviators but also set the stage for the desegregation of the U.S. Armed Forces. His leadership combined immediate tactical success with a long-term vision of equality within the military. Balancing short-term wins with lasting impact allows professionals to leave legacies that serve both present needs and future generations.
A role-specific legacy can inspire entire teams and reshape institutions. Clara Barton, as founder of the American Red Cross, demonstrated this by organizing disaster relief in ways that revolutionized emergency response in the United States. Her leadership empowered her team and created a framework still used today. Similarly, George C. Marshall’s vision for the Marshall Plan fostered a culture of collaboration and resilience in post-war Europe, inspiring other nations to invest in peace and stability. A well-crafted legacy not only enhances an individual’s career but also elevates the organizations and people they lead, leaving a ripple effect of positive change.
But why think about this at all? The reason is that everything ends. Even for folks that stay at the same company their entire career, they often change jobs multiple times. Everything ends. Not to be too metaphorical but these are the seasons of life. We start a new job, hopefully excel at it, and eventually move on to a new role. Once these events transpire we are out of time. We can’t go back and be known for something if we haven’t put in the work to make it so. If you want to be known as a great people leader, you can’t start caring for your team as you’re getting ready to leave a role. You have to be thinking about your team from day one. You have to make them a priority everyday that you’re in the job. Consistency is key and one way to be consistent is to reflect on your actions.
Reflection is essential for understanding and shaping one’s legacy within a role. Thurgood Marshall’s leadership as lead counsel in Brown v. Board of Education is a powerful example. His meticulous preparation and commitment to justice led to a landmark Supreme Court decision, dismantling school segregation. This success stemmed from his ability to assess the societal landscape and develop a strategic legal approach. Similarly, Jean Monnet, during his presidency of the European Coal and Steel Community, reflected on the divisions in Europe and sought practical steps toward unity, laying the groundwork for the European Union. Reflection helps leaders identify what matters most in their roles, ensuring their contributions are intentional and aligned with broader objectives.
Thinking about our role legacies isn’t just an exercise in professional reflection; it’s a practice that ensures we bring intentionality and purpose to everything we do. Whether you’re shaping international policy, redefining a workplace, or simply striving to lead a team with empathy, the legacies we create in each role define not just how we are remembered but also how we impact those around us. Just as Jimmy Carter wanted to be remembered for peace and human rights, we should strive to leave a legacy in each position that reflects our values and priorities. By aligning our actions with our aspirations and consistently reflecting on our contributions, we can ensure that our work is meaningful, our impact lasting, and our careers filled with purpose. In the end, it’s not only about what’s on your tombstone, but about how each role we take on becomes a testament to the values and principles we choose to live by.