Matt Britton argues for aggressively promoting talented junior employees rather than defaulting to seniority or external hires. He contrasts high-profile young founders and agency juniors (who are often absent from decision rooms) with internal 24-year-olds who are overlooked, and he recommends promoting with "reckless abandon" to signal belief and inspire internal talent.
We succeeded. When I've had people that are 10 years junior on the opposite side of the table from other agencies at the same title, when I find somebody that's great, I promote them with reckless abandon. We were talking prior that you have these big companies and they talk about Mark Zuckerberg or Evan Spiegel like they are these sort of visionaries and we have to figure out what to do on Snapchat, but none of their junior people are in the room. Those guys know everything. That 24 year old knows everything. But your 24 year old who's three floors down, you don't even know who they are. But somehow that makes sense. Well, it doesn't make sense. So for me, I don't look at somebody's lack of seniority or experience as any form in terms of should I put them in a position to be able to win? And I think if you do that, if you promote people with reckless abandon that have talent versus hiring from the outside, you signal to everybody that you believe in them. And to me it's about lighting a fire in them as opposed to lighting a fire under them.