A Groomicorn

You can't hire a Unicorn

I was at dinner with two of my fellow executives talking about hiring and developing talent from within our organization the night before flying to Italy where I addressed a small, growing, new company’s leadership team. At the dinner in NY, we played with the word “Groomicorn” which entered my sleep deprived brain on the flight over to Europe inadvertently becoming the theme of my talk to this new team made up of 20 to 30-year old tech focused young people.

Full disclosure--the talk I gave here in Italy was to my two son’s start-up business which I was honored to be asked to address. My 27-year twins have started an amazing telehealth software company and they were having an offsite in Tuscany in an 18^th century Villa where I was the cheap guest speaker trying to offer some wisdom from a gray-haired old guy to a fast growing new organization.

I used a few my go-to talking points…..the African proverb, “if you want to go fast--go alone; if you want to go far--go with a team”. I threw out some Maslow hierarchy stuff which only a few people knew, and used the word “pontification” which I had to translate for them, as “Trumpean Bull Shit” which they then understood. I talked about the “Job, Career, Calling” Parable of 3 stonecutters, When asked what are you doing, one said, “I am making a living”, the second, “I’m doing the best job of stonecutting in the my country, and the third said, “I’m building a cathedral”. Overall, I believe they resonated with the messages I was trying to convey.

The discussion led me to reflect on Danny Meyer’s philosophy of “hiring from within.” I wondered the next day how many members of my sons’ team would be there in 18 years—would some evolve into senior leaders nurtured within, or would their journeys lead elsewhere? Would they have to recruit serious executives from big pharma someday? I thought about my business and how several of my most valued colleagues at City Winery have been part of the journey since inception, with others remaining fiercely committed for nearly a decade. Their loyalty and alignment with our shared mission have taught me that understanding a company’s DNA is essential for successful leadership.

Reflecting deeper, I pondered whether these standout colleagues were “unicorns” from day one, or if our relationship and shared experience helped shape them. In truth, it’s often a blend. While expecting recruiters to hand-deliver game-changing “unicorns”—masterful talents who transcend roles and drive impact—is wishful thinking, I believe wholeheartedly in the power of cultivation. With intentional coaching, autonomy, and opportunities to grow and stretch beyond their current roles, employees can unlock previously hidden potential and flourish—sometimes even becoming the very unicorns every company hopes to find. I know I have a small stable of them and feel very lucky.