Leadership
My earliest memory of a real community is 249 Unit, a video editing group I joined in 2018, when I was around fifteen. I don’t remember how I found it. I only remember the texture of being inside it: the average age was seventeen, a few outliers in their early twenties, and the whole thing had the specific energy that comes when people are young and making things together before anyone is doing it for money.
People have a habit of reading me as someone who is chasing something I’m not. they see the startups I’ve been part of, the teams I’ve found myself inside, the communities I’ve helped shape, and they conclude: entrepreneur. business minded. someone with their eye on the market.
That reading has always been a little off. I was never the one who applied. I was nominated, referenced, recommended. I got pulled in. and the reason that distinction matters is because it points to the actual motive, which was never money, and never the feeling of being supreme over others. I don’t love controlling people. I genuinely don’t. not out of shyness, not out of some performed humility, but because responsibility is something I fear, and because I have always preferred being a contributor over being a manager. a contributor does the work. a manager mostly speaks about how the work is progressing. I despised that image of leadership since I was young.
There has been a contradiction in my life for years, and I have only recently started articulating it clearly. I have led communities before . I have been part of founding teams. I have worked inside startups. I repeatedly find myself in environments where leadership, impact are either finds me or is quietly handed to me. yet despite this pattern, I do not think of myself as someone who loves leadership. In fact, if I am honest, I have often avoided it.
I’ve been part of multiple startups, almost always as a founding team member, rarely as a founder. I don’t think I’m proud of it, and I even if I’m slightly proud. the pride sits next to some hard lessons about startup culture: why those environments are genuinely useful when you’re early in figuring yourself out, and why at some point you have to stop defaulting to yes.
This note continues from Walking Contradictions: I Don’t Love Leadership , and from the weight of being trusted , where I got into why people kept pulling me into these things when I was never the one seeking them out. this piece is less about the leadership and more about what I saw once I was inside.
“They thought I’m one, but I’m many.”
— Bakry