Management literature is rich with analysis of the first 100 days of a CEO’s tenure. Far less attention has been paid to a CEO’s last 100 days. We haven’t conducted systematic research on this topic, but we have seen quite a few CEO transitions over the years. And everything we’ve observed suggests that continuing to act as CEO until the very last day boosts the odds of leaving a company in the best shape possible and strengthening the legacy of the departing leader. Typically, in our experience, that legacy isn’t fully defined until two years or so after the CEO steps down—and it’s much more satisfying to be remembered for making tough, even unpopular, decisions that ultimately prove valuable than to leave on a high note that isn’t sustained.

In most cases, incumbent CEOs know when they are likely to leave, and there is usually some time—three months to a year—between the announcement of their departure and the new CEO’s start date. Many departing CEOs view this as a time to step back and avoid making major decisions or stepping on the toes of their successors. While this instinct is understandable, it reduces the likelihood of leaving the new CEO with several important advantages: a clear strategy, plenty of operating momentum, a strong management team, and a clean slate, including the firm resolution of any major outstanding operational or people challenges.

There’s no simple list of actions departing CEOs should take; planning the outgoing transition is more art than science. And of course, each individual must find a transition style that’s consistent with his or her personality and the organization’s culture. That said, we’ve seen several CEOs benefit from asking themselves a few straightforward questions. The answers allow departing CEOs to create a short list of crucial actions to complete in their last days with a company.