#1 starts with not doing the same thing multiple times needlessly (so automate), then it is about mentoring others to do your job (and in general), plus being 100% transparent about what you are doing. Part of mentoring IMO is also raising your hand to help someone else that needs it, but still making sure you deliver on your commitments.
People that hold onto information to try and keep their position are the exact opposite of this idea, probably everyone has worked with someone like this. The dude that "hides" credentials, or says he'll do it cause no one else can etc.
You want to share everything you know and be transparent. It scares some people because they fear they'll be replaced if they do this, but the reality is you can't move on to the next level unless you've made yourself replaceable.
I don't honestly think it is more complicated than that to be fair.
One other nugget to all of this is you have to trust others to do their job, and when things break you have to take responsibility and help pick up the pieces even if you weren't the reason it broke. I think most good people take responsibility, but I know a lot of very capable and intelligent engineers that will never lead a team or be a CTO because they have the complex that only they can do a job correctly. We can approach a problem 2 different ways with tradeoffs each way, but if I am the CTO/director etc and I give you a project to do, along with some direction of course, I need to trust you (assuming you can defend your solution fairly) to do the job. A leader can't micromanage and succeed long term, it just doesn't work. And that is all part of making yourself redundant in my view.
People that hold onto information to try and keep their position are the exact opposite of this idea, probably everyone has worked with someone like this. The dude that "hides" credentials, or says he'll do it cause no one else can etc.
You want to share everything you know and be transparent. It scares some people because they fear they'll be replaced if they do this, but the reality is you can't move on to the next level unless you've made yourself replaceable.
I don't honestly think it is more complicated than that to be fair.
One other nugget to all of this is you have to trust others to do their job, and when things break you have to take responsibility and help pick up the pieces even if you weren't the reason it broke. I think most good people take responsibility, but I know a lot of very capable and intelligent engineers that will never lead a team or be a CTO because they have the complex that only they can do a job correctly. We can approach a problem 2 different ways with tradeoffs each way, but if I am the CTO/director etc and I give you a project to do, along with some direction of course, I need to trust you (assuming you can defend your solution fairly) to do the job. A leader can't micromanage and succeed long term, it just doesn't work. And that is all part of making yourself redundant in my view.