I'm a designer who turned into a writer who turned into a startup CEO. My mission is to help creators earn a living. Subscribe for essays on building an audience and earning a living as a creator.
The hidden power of status in your organization
|
Hey Reader, How much ability do you have to influence the decisions of the people around you? Something I've been thinking about lately is status in organizations. If you think of your company, who are the people in it that are the most well-known? Who are the ones with the greatest influence? The people others pay attention to. Sure, those with the most seniority or tenure may immediately come to mind, but I bet you can think of others who are respected despite not being high ranking executives or having been employed for years. What makes them stand out? Why are they held in higher regard? Often, it's those who:
But why does status matter and why should anyone care? Like it or not, humans care about status. When you have higher status in an organization, your ideas gain traction more easily, and you're more likely to:
Something I want to do more often as I design systems is find ways to intentionally cultivate and incentivize status. The problem is that many organizations unintentionally reward the wrong status markers. In many companies, status is attached to things that don't necessarily drive the outcomes the business actually needs:
These status markers often lead to bloated teams, slower decisions, and misaligned incentives. Personally, I care more about outcomes like:
The challenge is creating an environment where the actions that earn status are the same actions that drive the outcomes we want. For example, if I want my team to think in terms of flywheels and implement more of them throughout the business, how can I make creating and running flywheels high status? If I want my team to book more webinars, how can I make booking webinars high status? This reminds me of how Charles Schwab used status to drive performance: At twenty-seven, Charles M. Schwab became the general superintendent of the biggest steel works in America. He had been working for Andrew Carnegie for ten years.
Like Carnegie, Schwab rewarded his employees for high productivity but also drove them hard. He believed in carrots much more than sticks. One day he asked the men coming off a shift, "How many heats has your shift made today?" When they said "Six," he wrote a big 6 in chalk on the floor. The next morning, the overnight shift had erased it and written 7 in its place. The next day, the day shift had again erased it and written 10.
Schwab understood something fundamental about human nature: we're naturally motivated by status, recognition, and healthy competition more than direct incentives alone. He didn't create a complex bonus system. He simply made performance visible and gave people something to strive for. Next time you're trying to drive behavior in your organization or team, think about how you might use status as a motivator. What behaviors earn respect in your company right now? Do they align with what actually drives results? Redesigning your status incentives might be one of the most powerful and overlooked management tools you have. PODCASTHow To Turn Your Podcast Into A Full-Time BusinessToday I’m joined by Hala Taha, host of the Young and Profiting podcast and founder of YAP Media, to unpack how she built a million dollar business from her podcast. In this episode, we cover:
Watch or listen to episode » CONFERENCECraft + Commerce is sold outKit's conference for creators in Boise, Idaho is now sold out. The attendee list is incredible this year. I'm really looking forward to connecting with everyone. If you'd like to join the waitlist for any extra tickets that become available (or be the first to hear about the release of 2026 tickets), click the link below: VIDEOHow to enter flow state on commandSteven Kotler talks about flow states in this video: that mental zone where everything just clicks and time seems to disappear. I love how he makes it accessible for anyone, not just pro athletes or musicians. The secret is setting up challenges that stretch your skills without breaking them. Block out 90-120 minutes, work during your peak energy time (Kotler wakes at 3:30am, while his wife's brain comes alive at night), and ruthlessly eliminate distractions. Here's his motivation framework:
Have a great week! —Nathan |
Nathan Barry
I'm a designer who turned into a writer who turned into a startup CEO. My mission is to help creators earn a living. Subscribe for essays on building an audience and earning a living as a creator.
Hey Reader, There are opportunities hiding in your email list right now that you probably have no idea are even there. And that’s because while your audience may know you, at scale it’s difficult for you to know them. Until now. Last week was the biggest product week in Kit’s history. From the stage at Craft + Commerce, I announced a new Kit feature I’m really excited about called Subscriber Signals. It’s audience research done for you automatically. It was my favorite announcement but far...
Hey Reader, My worst business name ever was Unattended Media. The logic made sense to me at the time since I was building websites and software that ran automatically even when I wasn’t sitting in my desk chair. I laugh when I look back on it now, but the logo I made was actually an empty chair. The name meant freedom to me, but to a potential customer, their impression was that nobody worked there. Imagine a conference put on by “Unattended Media”. Kit used to be named “ConvertKit”, which...
Hey Reader, Have you noticed people seem to be outsourcing their thinking more lately? Clear writing used to be a good indicator of clear thinking. To produce clear writing, you had to go through an iterative process that involved reflection and refinement. Amazon famously required six-page memos before every meeting. They banned slide decks because they masked poorly thought-through ideas. The point of the memo was never the words on the page, but instead that rounds of thinking and...