Fushimi Inari and the Journey of Leadership
Transitioning into a leadership role is a multi-year journey. Here are the four questions all startups should ask to identify the right people and successfully promote from within.
At the top of a Stone Mountain, surrounded by the green hills of Southeastern Kyoto, awaits the temple of Fushimi Inari. Since the 13th century, it has been a pilgrimage site, a destination for worship and contemplation. Inari is the Shinto god of rice and commerce. Visitors pay their respects and hope for prosperity in business.
But what is most impressive about Fushimi Inari is not the hilltop temple itself, standing 750 feet above the forest floor— it is what has sprung up around it. Ten thousand steps, jagged stones, moss-covered, hidden pathways, swirling in no clear direction up the side of a mountain. And most iconically, 5000 orange Torii gates, each donated by a soul hoping for good fortune. With each step, each passing of a gate, you inch closer to the mountain top— like days in a lifetime.
Thousands of people visit this foggy mountainside each year with plans to reach the top, to stake their claim. But most, after feeling the pain in their legs, after snapping a photo of the gates to prove their visit, turn back without completing the ascent. For many, the idea of Fushimi Inari is more enticing than reality.
But for me, after two treks to the top, the significance of Fushimi Inari is not the quiet moments of contemplation you find at the summit, nor the satisfaction of completion (because you always plan to return). Its significance comes during the difficult march up the mountainside. The journey has become the destination.
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In the world of startups, I believe in the power of promoting from within. But to do this successfully, the Exec team must be careful to promote the correct people and should have a robust process in place for doing so.
Many startups “wing it,” which is a mistake— promoting from within often requires hiring first-time managers and you should select carefully. But selecting the right candidates is not as simple as picking the top-performing Individual contributors (ICs). Leadership positions require an entirely different set of skills than IC roles, and you can not assume all first-time managers will take to leadership naturally and develop these skills.
I have sat down with hundreds of ICs considering a move into Leadership, and in these conversations, the first question I ask is - Why do you want to make a career change? To people early in their careers who up until that point, have been following a fixed ladder of success (High School -> College -> First job, with clear markers of progression along the way) the thought of a promotion into a Leadership position feels like the obvious next step.
In practice, it is more akin to switching functions, like moving from a Marketing role to a Sales role. More so, many don’t realize until they move into a Leadership role that “What got you here... won’t get you there,” meaning, they are now required to develop a new set of skills, and there will be many ups and downs along that journey.
Despite these challenges, promoting from within and hiring “first-time” managers has a long list of benefits for high growth startups. The list is long, I’ll share three:
Promoting from within enables you to strengthen the company’s culture and values by selecting candidates who best represent the company.
Assuming you have internal candidates on the shelf, it should be a fast process, and because you are selecting from “known entities,” you minimize downside risk.
Leadership positions are a highly effective “carrot” for many people, who will make incredible contributions to earn a shot at a promotion.
I have spent years helping companies get the right process in place for Leadership hiring. Over time, this process, coupled with a robust training program for new Leaders, becomes a competitive advantage over other startups and incumbents.
Today, I’ll keep it simple by sharing four essential questions the Exec team should ask when evaluating first-time Manager candidates. This list is not comprehensive, but it’s a good start.
What motivates them?
If recognition, money, and “being the best” get them up in the morning, IC roles are a great fit. If they are motivated by helping others grow, solving problems, and seeing the company succeed long-term, Leadership will be an exciting challenge.
To get a sense of someone’s self-awareness around this topic, I recommend asking them directly what motivates them. But to get a clear view of it, it’s better to observe the individual long before they consider moving into leadership, to understand what makes them tick.
One caveat— many people early in their careers “play the game put in front of them,” and their approach to work (and what motivates them) can evolve. Remember, hiring for first-time Managers is about potential.
Do they have the respect of their peers?
“Leadership is not a position or a title; it is action and example.” – Donald McGannon.
All teams have players who are leaders amongst their peers. They set themselves apart due to individual performance, a positive attitude, mentorship of other team members, communication skills, stepping up when things get tough, etc.
When the time comes to promote a player into a coach role, start with the team’s existing leaders who have earned the respect of their peers and would organically move into a formal Management position.
Put another way— great leaders don’t need the title or official position to lead; they do so naturally, and they become your startup’s leadership bench.
Be careful not to make this evaluation and decision in a vacuum. To best understand who is viewed as a leader, I recommend speaking with each team member 1:1 and digging into which teammates they look up to, who they go to for coaching and support, and who they trust and respect. Their answers may surprise you.
Can they get work done through others?
In Andy Grove’s classic Management book High Output Management he defines management with a simple equation:
A manager’s output = the output of his organization + the output of the neighboring organizations under his influence.
First-time managers transition from doing all of the work themselves to maximizing their team’s productivity and success. Many new leaders struggle to figure out what to do with their time to achieve this result.
Andy’s book dives deep on this topic, and I recommend giving it a read. Here is my perspective.
Leaders must understand and empathize with people and help them see how they can positively impact their world and the world around them. To do this, they must:
Exercise a high EQ.
Communicate effectively.
Analyze situations and turn that analysis into positive action.
Believe in their people and the mission of the company.
Leaders with these qualities tend to understand that they must adapt their approach based on the individual and the situation. I recommend reading this HBR article (Leadership that Gets Results) which goes deep on this topic. If you can imagine a candidate applying this thoughtful approach— promote them.
As always, it is difficult to find these qualities fully formed in a first-time Manager. Instead, look for potential and the right foundation for these qualities to develop.
Do you trust them representing the company?
This is a simple, yes, or no question. And if you “don’t know,” then the answer is “no.”
This can be straightforward, like ensuring they are organized, mature, and responsible. But it extends to cover much more ground. Once they are promoted, they will need to make the right decisions— often very quickly and without the support of experienced leaders looking over their shoulder. Can they make the right call every time?
Don’t bend on this.
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If you can find these four qualities in a first-time Manager candidate, you are off to a great start. There are, of course, many other factors to consider — such as the diversity of the Leadership team you are building. That deserves its own post.
Good luck!
Further reading:
High Output Management by Andy Grove
Leadership that Gets Results by Daniel Goleman
The 7 Habits of Highly Effective People by Stephen Covey
Welcome to Management by Geoff Donaker, Burst Capital