CEOS Start Early

POINT

If you really get down to specifics, you can see that CEOs start in leadership roles early in life. They have similar backgrounds, childhood challenges, and coping strategies. In fact, it's easy to see a CEO-in-the-making at your neighborhood lemonade stand.

What's the profile of burgeoning CEOS? It starts with their parents, who are almost all successful through industriousness. For example, Linda Zecher, the former CEO of publisher Houghton Mifflin Harcourt, grew up in a household in which her father ran several businesses Brent Frei, CEO of software company Smartsheet.com , grew up on an 800-acre farm that his father owned and ran. Aspera CEO Michelle Munson's mother was a professor and her father was the fifth-generation leader of her farm.

Second, future CEOs are raised with responsibilities. Susan Story, CEO of utility company American Water, learned as a child that "no matter how bad things get, it's about working hard and taking personal responsibility, because nobody owes you anything."Frei "had an opportunity to do big things early on. When I was 6 years old, my dad put me in the pickup, put it in first gear, and I drove it home with my 5-year-old sister in the passenger seat." Many CEOs grow up working on family farms or taking care of their siblings.

Third, burgeoning CEOs are successful leaders when they're young. Ruth Rathblott, CEO of Harlem Educational Activities Fund, was president of her seventh-grade class, then president of the middle school; Brad Jefferson, CEO of video slide show service Animoto , was the high school quarterback, captain of the football team, and senior class president; and Hannah Paramore, founder of digital agency Paramore, "was always the one in charge. I was always captain of this and captain of that."

Clearly,CEOs startearly.

COUNTERPOINT

CEOs who start early have good stories to tell when they become successful, but that doesn't necessarily mean they represent the majority. Let's look at a few other aspects of the tender years of CEOs.

First, we know that much of our personality is attributable to genetics, but it's incorrect to infer that we can (a) map the genetic trail for a personality trait from ancestors to CEO or (b) tell where a young person's traits will lead. Likewise, we can't say that if the parents are successful through industriousness, their children will be. Story's parents worked in a cotton mill and a wastewater plant, and they "didn't have a lot of money." Frei's family farm "was a little bit below the threshold for breakeven." Mitch Rothschild, CEO of website Vitals, observed, "Parents influence you either because you want to be like them or because you want to not be like them."

Second, what child is raised without responsibilities? None, even if all they have to do is go to school. There are plenty of CEOs who had a lot of responsibilities growing up, and others who did not. Munson's parents "emphasized two things. One was education, and the other was participating in 4-H." Zecher "had a paper route. [She]was a girl scout, and [she]was involved in a lot of clubs and sports in high school."

Third, it would be a mistake to conclude that CEOs start as young leaders. The ones who don't simply don't talk about it. Ron Kaplan, CEO of manufacturer Trex, was a marksmanship competitor. Zecher didn't have a plan or a leadership role until after college.

The stories of who start early make for good press reports, but CEOs do not by definition start early. What we can say, though, is that genetics and experiences both shape young people, and that the relationship between those factors and CEO success is complex.

1. Summarize and compare both point and counterpoint.

2. Express your opinion/take and which argument do you agree with (point or counterpoint)? Justify it and make your argument.

3. Sum up your discussion.