Your job as a leader is involved more than a single thread of process from beginning to end. Imagine being a college  football coach. Every year there are new players coming onto the team for the first time, and also every year there are people whom you've learned to trust and count on who will no longer be part of the team. Every year's team is different. Compounding these enevitable transitions is the reality of injury. Great players are sidelined due to sprains, breaks, and the other common occurances of a contact sport.

Yet great college  coaches are renowned for their ability to form and mold great teams every year. How?  Well, among other things, great coaches concentrate on buidling a great coaching staff. They do this because while the players on the field may come and go the coaching staff will remain for a number of years. There are certainly changes in staff, which a coach prepares for, but he invests heavily in developing a staff which share the same core beliefs and principles about building a winning team.  Yet even at that high level of athletics there are transitions. Some college head coaches are asked to head up pro teams.  Some great assistant coaches are tapped to be head coaches at other universities. So when that head coach invests in his coaching staff and then watches staff members leave, what he is actually seeing is everything he has taught them go out into the world and off to other situations. Certainly there is a loss, but there is also a satisfaction in knowing that future successes achieved by former staffers are  at least in part due  to the head coaches investment.

And so the head coach will do what he must. He'll repeat the process. He'll invest in new staffers. He'll pour everything he knows and believes about competing successfully into more lives. He - in short - repeats the process.  It's something all great leaders do. They never tire of finding others in whom to invest.