Are you a self-starter or self-leader?
I’ve come to hate the word “self-starter” - here’s why and other options that may be more fitting:
Throughout my career, I’ve heard the words "self-starter". From my very first job in Connecticut, to Big tech and the nonprofit sector. In my opinion, it’s become a parasite that I’d love to collectively agree to throw out. I especially saw the pervasive word in the world of startups. It makes me CRINGE every time I hear it when talking to companies looking to grow.
I’d love to instead focus on cultivating "self-leaders" or "self-managers." While the intention behind seeking self-starters is understandable, this approach often falls short in identifying individuals who can truly drive projects from inception to completion.
The Limitations of Self-Starters
Self-starters are typically praised for their ability to initiate projects and get things off the ground. I see the allure of having someone who can be creative, innovative and spot gaps. However, this trait alone is insufficient for long-term success.
Many self-starters excel at kicking off initiatives but may:
Leave the follow-through to others
Overly rely on delegation
Fail to see projects through to completion
The Superiority of Self-Leaders
Self-leaders, on the other hand, possess a more comprehensive skill set that encompasses the entire project lifecycle:
Strategic Thinking: They lead strategy through execution, taking ownership of the entire process.
Decision-Making: Instead of asking open-ended questions that burden their team, self-leaders present 2-3 options for feedback while ultimately owning the final decision.
Emotional Intelligence: Self-leaders have the EQ to read the room and adjust their approach accordingly because they have a bias towards self-reflection and awareness.
Proactivity: They actively seek new challenges and suggest improvements, much like self-starters, but with a focus on long-term implementation.
Accountability: Self-leaders take a high level of ownership with their work, ensuring projects are seen through to completion.
Self-leaders often provide proactive updates on the project management process to necessary stakeholders and need little guidance. In contrast, I’ve witnessed self starters who kick off a project but may need to be asked for updates or need an outside coach, lacking the ability to coach themselves.
Reframing Job Descriptions
I know it sounds like semantics but words are very important. To attract and identify self-leaders, job descriptions should move away from the term "self-starter" and instead focus on:
Ability to lead projects from conception to completion
Track record of implementing long-term improvements
Examples of taking ownership and accountability for outcomes
Demonstrated capacity for strategic thinking and decision-making
The Impact on Organizations
By shifting focus from self-starters to self-leaders, organizations can:
Reduce the number of initiated but incomplete projects
Improve overall project success rates
Foster a culture of accountability and ownership
Enhance team dynamics and reduce unnecessary delegation
While the intent behind seeking self-starters is to find proactive individuals, the concept falls short of identifying those who can truly drive success throughout a project's lifecycle. By refocusing on self-leadership, organizations can build teams that not only initiate but also execute and deliver results consistently.
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With love from MEXICOOO,
Sasha Mack