Читать книгу Lead Upwards - Sarah E. Brown - Страница 21

Another crucial point to let sink in: no one is fully qualified to be a startup executive until they've done it, because there are skills and job requirements you can't master until you've encountered them. This is true whether you're a “big company” person learning to map your skills to the startup arena or a mid‐level manager or director aiming to “scale up” to mature with the business.

Unfortunately, in the past, many members of the dominant group in the startup industry have found a way around this fact by being promoted based on potential, which often translates to “looks like the guy who had the job previously.” According to Kim Scott, executive coach and author of the bestselling business books Radical Candor and Just Work, “Men are more likely to be rewarded for perceived potential, whereas women get promoted purely based on past performance.”³

So how do we help a broader group of people translate the skills and qualifications they have into a startup leadership role? We need to remove the bias of “qualification by association” and break the role down into objective, essential requirements.