In this study, we examine whether the legacy of the predecessor casts a shadow over the successor’s decision-making. Drawing on the concept of positional imprint, we argue that the legacy of the predecessor is introduced as a new imprint during succession, and the subsequent expectations attached to the position constrain the ability of the successors to distance themselves from the predecessor's past decisions. Using the dataset on the yearly repertoire selection of major U.S. symphony orchestras between 1900 and 1969 and exploiting World War II as an exogenous variation in the strength of the legacy of the predecessor, we show that successors with Axis nationality (Ally nationality) predecessors increasingly (decreasingly) distance their decisions vis-à-vis their predecessors following the outbreak of the war, an effect more pronounced in high-status orchestras. Additional analyses show that this effect remains robust even when other related measures such as peer-driven differentiation or general exploration are considered. Finally, in exploring the incentives for the successor’s adherence to their predecessor’s decision, we document a critical career concern, that distancing reduces the chances of commercial success and the longevity of the tenure.