EP 4: Transformational Leadership and Culture at Burning Man and Beyond
In this episode, join the insightful discussion with Kat Steinmetz as she delves into fostering human connection, leadership transformation, and organizational growth. Kat shares her experiences from her tenure at Burning Man in an HR and people leadership role, discussing the unique philosophy and structure that makes the event transformative. Learn about her lessons on how vulnerability and empowerment play crucial roles in leadership. Kat also reveals how she transitioned these learnings into rapidly growing companies like Stitch Fix and Box, and finally to her unexpected yet impactful journey into venture capitalism with Initialized Capital. Gain insights on building a resilient, open, and human-centric corporate culture and discover how companies can serve a greater purpose in society beyond profits.
Transcript
Full Transcript
Adriaan: Welcome, Kat! Thank you so much for being here.
Kat: Thank you for having me. I'm super honored to be here.
Adriaan: Kat, let's jump right in. We connected recently over the fact that we’re both "Burners." Most people know Burning Man as a massive festival in the Nevada desert, but you actually worked there in a leadership role from 2005 to 2015. For those who don't know the context, can you explain what Burning Man is and what that organization looked like when you joined?
Kat: It’s notoriously hard to explain! It’s a counterculture gathering—not a festival—where participation is the core requirement. Unlike a typical festival where you consume an agenda, every participant at Burning Man builds the experience.
When I started in 2005, there were about 28,000 attendees and only about 30 staff members. By the time I left in 2015, we had grown to 75,000 attendees and 140 full-time staff. My role involved building the infrastructure, hiring about 75% of the organization, and navigating the massive transition from an LLC to a non-profit.
Adriaan: That is phenomenal growth. Looking back, what lessons did you learn there that make you successful in your current work?
Kat: One of the biggest lessons was about the "heart" of an organization. When the founder, Larry Harvey, passed away later on, it created a moment of "heart-cracking" for the organization. It humbled people and allowed them to be more human.
I also learned that structure is healthy when it's "just right." Too much structure is micromanagement; too little is chaos. At Burning Man, the physical layout and the 10 Principles are the structure. Because those are fixed, people have the total freedom to create within that container. I’ve tried to bring that to the corporate world: How do we create the "bare minimum" structure that allows people to thrive without feeling managed?
Adriaan: You moved from Burning Man to Stitch Fix and Box. How did you translate those "peak experiences" into a traditional corporate environment?
Kat: At Stitch Fix, we focused on "rehire moments." We wanted every program—from onboarding to performance reviews—to be so meaningful that it transformed the employee.
For example, we had a leadership offsite that every single employee attended, regardless of level. It wasn't taught by HR; it was facilitated by company leaders who modeled vulnerability. We shifted from "performance reviews" to "Collect and Reflect" sessions, where employees took the lead in seeking feedback. It’s about building an ecosystem where leaders are real humans, not just bosses.
Adriaan: You later made a pivot to the investment team at Initialized Capital. How does a "People" background help you be a successful investor?
Kat: It was an untraditional move! Initialized values former operators. I realized quickly that investing in a founder is very similar to recruiting a leader. It’s a "founder bet."
The biggest thing I look for is coachability. If a founder isn't open to feedback or lacks self-awareness, you can’t do anything with that. Technical skills are the baseline, but the "human skills"—holding ambiguity, taking personal responsibility, and assuming the best in people—are what see companies through the "rocket ship" growth phases.
Adriaan: A previous guest, Katie Evans, asked: Should companies be more than just profit machines? What do you see as the role of companies in society moving forward?
Kat: Hell yes. Companies are one of the most influential forces in the labor market and society. They shape how people are treated, what benefits look like, and how diversity is valued.
We have the research showing that diverse, human-centric teams perform better. So, the question for a company is: What is your mark? You don't have to boil the ocean, but you are impacting how your employees go back to their families and communities. That legacy is what truly matters.
Adriaan: To close out, what is one question you’d like me to ask the next guest?
Kat: Since we are in a time of high complexity, I’d ask: "What are you doing to do your own 'inner work' to hold the current ambiguity so you can have the biggest impact on the world?"
Adriaan: That is a great question. Kat, thank you so much for joining us.
Kat: A pleasure to be here. Thanks, Adriaan!