“Though I don’t consider myself an expert climber, I’m proud to say that I’ve climbed the tallest mountain in the world.” – Dr. Orion Taraban
This quote reminds us that what we perceive as “truth” often hinges on the metrics we choose to adopt.
The tallest mountain in the world?
That depends.
From sea level that would be Mount Everest in the Himalayas, pictured above.
From the ocean floor that would be Mauna Kea in Hawaii.
From the Earth’s core that would be Chimborazo in Ecuador.
The point is the following: if you change the measure, one’s reality shifts.
For tech CEOs, this shift in perspective is essential. They walk a hero’s journey rooted in choice.
Below is a model to anchor the idea:
The First Mountain is a Hero’s Journey
Most CEOs begin their journey scaling with hard won skills built over time. This climb is marked by external success, such as product-market fit, user acquisition, capital raised, valuations, press mentions, and awards. The terrain here is well-trodden, with many others chasing similar summits.
Like Everest, the first mountain is celebrated widely. It’s what the world expects a CEO to conquer. But this mountain, while prestigious, is measured using conventional instruments. It’s defined by relative comparisons, such as growth versus competitors, speed versus timelines, and funding versus burn.
However, the climb is often lonely, fueled by adrenaline, vanity metrics, and a sense of needing to prove something to oneself first and then everyone else.
This mountain is essential because it’s known. But it’s not the only one.
The Valley of Despair and Doubt
After reaching the summit, by achieving a stable business, acquisition or major financing, many CEOs realize where they stand at the top isn’t the real peak.
While they were proving many things to themselves and creating real value on the way up, they ultimately were chasing a false god in the form of someone else’s acclaim. A permission slip to feel good.
Then, they notice there’s a valley partially obstructed by clouds and it’s deep. The guidebooks didn’t mention this and there’s no map.
At this point, a tech CEO begins to see the limits of the first measurement system. They realize the KPIs that once governed their every move don’t measure what matters with precision. The feedback loops feel hollow. And they begin to sense the outlines of a another less visible peak in the distance.
The Second Mountain is the Real Peak
From the first mountain peak, the second looks impressive in the distance. The second mountain also looks daunting. The ascent isn’t obvious, the weather looks poor, and that’s before there’s a clear assessment of the valley below the cloud line.
Another set of late-night sprints, building a revised sales scoreboard, or squeezing contractors a bit more isn’t going to get you and the team to the top.
The second mountain represents a significant shift in measurement.
Like climbing Mount Everest, only to learn there are taller mountains under different assumptions, having the intellectual humility to recognize an initial understanding of success isn’t complete and the self-awareness to appreciate that personal narratives and needs drive our choices and identity.
The point is to understand which mountain you’re climbing as a CEO. Knowing that your scaling Mount Everest because it’s visible and recognizing there are taller peaks measured by different scales gives you both deep intelligence into your market and the wisdom to shape strategic choices for your team and customers.
Crest the second summit. The views are fantastic, and everyone wins.
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If this perspective resonates with you, contact me on LinkedIn or at scott@purplefinchgroup.com
Contact me HERE if you’d like to learn more about one of my 4-hour consults for tech CEOs. Schedule a free 30-minute conversation.
Stay focused. Keep disrupting. Be well.
