---
title: The first five people in your Japan entity shape the next fifty
description: A baboon troop lost its aggressive males; a decade later every male had changed and the calm culture remained. Your first five hires set the baseline.
image: https://nobusato.jp/hubfs/blog-covers/first-five-people-shape-the-next-fifty-en.png
---

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# The first five people in your Japan entity shape the next fifty

[Nobu Sato](https://nobusato.jp/en/profile?hsLang=en)

![The first fivepeople shapethe next fifty](https://nobusato.jp/hs-fs/hubfs/blog-covers/first-five-people-shape-the-next-fifty-en.png?width=1200&height=630&name=first-five-people-shape-the-next-fifty-en.png)

Year three. The Japan entity has fifty people. HQ notices that nobody brings bad news to meetings, customer complaints pass through three layers before reaching anyone accountable, and staying until nine is normal while output is not visible. HQ replaces the country head. Six months later, the new head has also stopped bringing bad news.

It was never about the head. The office's rules were set long before year three, by the first few people in the room.

## A troop of baboons

The neuroscientist Robert Sapolsky has followed one troop of baboons in Kenya since 1978. In the mid-1980s, tuberculosis arrived via a tourist lodge's garbage dump and killed about half the troop's males. The dead were disproportionately the aggressive ones, because they were the ones who had fought their way onto the dump and eaten the infected meat. What remained were the males who fought less.

The interesting part comes later. Male baboons leave their birth troop at adolescence. By the mid-1990s, not one of the survivors was left; every male in the troop had come from somewhere else. Yet the troop was still different. More grooming, a looser hierarchy, lower stress markers in low-ranking males than in neighbouring troops. Newly arrived males took on the troop's behaviour within months. The 2004 paper in PLoS Biology calls this a culture and tests how it transmits: how the resident females treated incoming males determined what the newcomers learned.

1978Observation beginsone troop in Kenyamid-1980sTB kills about half the malesmostly the aggressive oneslate 1980sRemaining troopunusually calmmid-1990sNone of the original males leftall newcomers2004Paper: culture persistsnewcomers assimilate in monthsSapolsky & Share, PLoS Biology 2004; abstract only; one troop, observational

**Fig.1**After half the aggressive males died, the calm culture lasted over a decade while every male was replaced.

I have read the abstract, not the full paper, and this is one troop and one accidental event observed over a long time, not an experiment. Treat it as a metaphor. But the metaphor gets one thing right. A group's behavioural baseline does not live in any member. It lives between the members, which is why it survives when every member is replaced.

## Replacing people does not replace culture

Back to the fifty-person office. Replacing the country head is replacing one male. When he arrives, forty-nine people already know how meetings run here, what happens to bad news, and what time you can leave without looking bad. He either adapts or fights forty-nine people. Most adapt. That is not weakness. It is normal.

The troop could change its culture because half of it changed at once. A company cannot do that and should not. So a company gets exactly one cheap window to set culture: the beginning, when there are very few people.

## What the first five actually set

Not the values on the wall. Five concrete things, each of which a new hire observes and copies in week one.

How bad news travels. When the first hire reports to HQ, does the problem come before the progress or after? The second hire watches. By the fifth, it is how we do things here. [Does bad news travel fast](https://nobusato.jp/en/blog/psychological-safety-bad-news?hsLang=en) describes the mechanism; the mechanism is written by the first five people's behaviour.

How you speak to customers and vendors. The first salesperson's tone with distributors, the first operations hire's tone with contractors. Everyone after copies it.

What time you leave. Learned fastest, changed hardest. If one of the first five habitually leaves at nine, the tenth hire will not dare leave at seven.

Distance from HQ. Whether the first five treat HQ as a boss or a peer decides whether, in year three, the office is an execution unit or a business. Most of the problems in [Don't run a startup entity like head office](https://nobusato.jp/en/blog/dont-run-a-startup-entity-like-head-office?hsLang=en) start here.

Who decides. The decision habit the first five form among themselves, one person calls it, or they confer, or they wait for HQ, scales to fifty unchanged.

## How to choose the first five

Skill matters, but the skill bar for the first five can be a little lower than for the tenth hire, while the behaviour bar must be much higher. The tenth hire's behaviour gets corrected. The first five's gets copied. [Score the role before the person](https://nobusato.jp/en/blog/score-the-role-before-the-person?hsLang=en) needs one extra line here: for any role among the first five, score its behavioural weight separately.

In interviews, do not ask how they think about team culture. Ask when they last gave their boss bad news at their previous company and how they did it. Past behaviour, not future intentions.

For the first ninety days, watch behaviour, not results. The first five's results are invisible in ninety days anyway; their behaviour is fully visible. If someone's habits diverge from the baseline you want, correct or replace immediately. It is never cheaper. Wait until hire fifteen and you are correcting fourteen people who have already learned.

One uncomfortable closing note. If the entity is already at fifty and the culture is already not what you wanted, replacing the head will do almost nothing. Two options remain: replace enough people at once, which is brutally expensive, or start a separate small team and let it grow from scratch. The baboons used the first option, and not by choice.

References

- [Sapolsky, R. M. & Share, L. J. (2004). A Pacific Culture among Wild Baboons: Its Emergence and Transmission. PLoS Biology 2(4): e106](https://doi.org/10.1371/journal.pbio.0020106)

---

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## More in this column

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Column guides[Launching in Japan](https://nobusato.jp/en/blog/guide-launching-in-japan?hsLang=en)[Organizations & Hiring](https://nobusato.jp/en/blog/guide-organizations-and-hiring?hsLang=en)[Japan by the Numbers](https://nobusato.jp/en/blog/guide-japan-by-the-numbers?hsLang=en)[Career](https://nobusato.jp/en/blog/guide-career?hsLang=en)[Glossary](https://nobusato.jp/en/blog/glossary?hsLang=en)

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