Triangle of Talent

Credits to @ShaanVP

I came across a blog post by Shaan Puri on Twitter the other day and really liked the mental model he shared.

Level 1: You can’t execute. If you can’t execute, you’re unemployable.

Level 2: You’re given the solution, and you can execute.

Level 3: You’re given the problem, and you figure out the solution.

Levels 1–3 are all about execution. This is why execution is the most important skill early in your career—you have to prove you can operate at a high level before being entrusted with greater responsibility.

Level 4: You’re given a problem with a larger scope. Solving it requires strategy, as well as a combination of execution and leadership.

Level 5: You’re given an outcome, and it’s up to you to determine which problems need solving to achieve it. You need to identify the highest-leverage problems and align your team to execute on the strategy.

I think I’m strong at Levels 1–3, but in the past, my challenge was not being fully bought into the problems I was solving. This was both a strength and a weakness. On one hand, it made execution harder; on the other, it signaled to my managers and leadership that I was thinking beyond my immediate role.

One reason I’m so motivated in my new role in leading the Growth team is that I’ve been given Level 5 responsibility. My mandate is clear: generate X amount of ARR closed and Y amount of pipeline. I have ideas on how to get there, but it’s my job to figure out the highest value problems, then aligning the team on executing on those problems.

I’ve been given Level 5 impact, freedom, and trust—just not Level 5 pay (yet). That’s why I need to prove myself.