Golden Oldies: People Like Me
by Miki Saxon
Poking through 11+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
People Like Me is probably one of the most important posts I ever wrote. Additionally, 12 years ago I said,
A workforce that homogenizes along any lines is a workforce that will either miss, ignore, or be unable to reach a part of their market.
Keep in mind that true diversity includes MAP and mental function, not just race and gender. I’ve known managers whose organizations were mini-UNs with equal numbers of males and females, but they might as well have been cloned from the boss, their thinking was so identical.
I call it “homogenizing,” which is the polar opposite of diversity, which includes race, gender, religion, ethnicity, and MAP. Research has proven that while diversity pays, homogenizing will kill you.
Read other Golden Oldies here.
A CEO (who wants to stay anonymous) called me today and said, “If charm causes bad hires, what causes “wrong hires?” He defined a wrong hire as one where a good person with good skills that seemed to fit the req was hired, but didn’t add the expected strength to the team. So I explained comfort zones and he said, “You should put that in the blog,” so I am.
I first wrote about comfort zones back around 1999 (Hiring in Your Comfort Zone) for msdn (Microsoft Developers Network, where I used to have a column) and the idea hasn’t changed a lot.
Our comfort zone is where we all prefer to do things. People want to spend their time with people like themselves. This isn’t about simple labels, such as race, religion or gender, which are more society’s labels. Our own subjective labels have more to do with schools (Harvard, Stanford, Wharton, etc.), specific professions (not fields), and especially companies (think McKinsey). It’s how we choose a way to connect, because, true or not, MIT grads believe they have more in common with MIT alums than with Cal or Columbia. Doctors hang out with doctors, usually those with the same, or similar, specialty or employer, but rarely with nurses or radiology techs. We like enough knowledge commonality so we don’t feel ignorant, but can still learn. It all boils down to, “people like me (PLM).”
And that maybe fine in our personal life—but not so fine in our professional life, especially not for managers responsible for hiring. The broader the PLM definition the longer it takes to become noticeable, but it’s there if you look for it.
I’ve known the following (often more than one who fits the profile):
- Director of system development who came from a software background, hired hardware engineers with extremely strong software experience, although it wasn’t needed.
- VP of marketing with a Harvard MBA whose team were all “Ivy.”
Think of the articles you are constantly seeing of new CEOs who hire the majority or their team from their previous employer with the express purpose of getting the same mindset. Bob Nardelli, the new CEO of Home Depot is a great example of PLM hiring. And sometimes it works, at least for awhile.
But the long-term cost to companies can be high.
- When the choice is between the best applicant and PLM, PLM usually wins out, slowly lowering the quality of talent.
- PLM homogenizes the staff, reducing diversity of both thinking and thought (methodology and result) and it’s that diversity that supplies strength and creativity.
- PLM can wreak havoc on retention efforts and drive out legacy knowledge.
- PLM hiring can involve just one part of a company or create a ripple effect, e.g. slow product development, which delays delivery, crimping sales and keeping the company from achieving its revenue goals.
Yes, all of this and much more are a product of a PLM mindset.
Image credit: Jurgen Appelo
