I bring together two stories in this thought-for-the-week. The first story comes from a comment a professor from my Executive Management program told us around the topic of prejudice, ‘We all juggle our prejudices’. The second story comes from the final chapter of Malcolm Gladwell’s book Blink where he talks about blind auditioning. I have reflected on these two stories, along with my many experiences and learnings I have had in my life and career, to help me make better people decisions. One example being in the hiring for a particular role and how I assess the ‘what’s’ to determine who I hire.
First on the prejudice comment. This statement has stayed with me for many years, and I use it to challenge my people decision making. It is hard to say that we do not have prejudices – defined as ‘preconceived opinion that is not based on reason or actual experience’. We all have had an, or many, experiences that have potentially led us to have a preconceived opinion that is not based on reason. We all, at times, have listened to a single side of a story that has led us to have preconceived opinion that may not be based on reason or facts. We all have been brought up in different ways, read different books, watched different TV and interact with social media in different ways. Based on this, it is hard to say we do not have any conscious or unconscious prejudices. How I have challenged myself to ensure I am not making a decision or having a view because of my prejudices, is by asking myself, ‘Am I just juggling my prejudices here?’
Malcolm Gladwell’s book Blink is about how we think without thinking, about choices that seem to be made in an instant – in the blink of an eye – that actually aren’t as simple as they seem. His last chapter is how one of the German Orchestras (I think it was the Berlin Orchestra) was holding an audition for a tuba player. The judges decided to hold a blind audition by having each musician perform behind a barrier so the judges can just listen to the sound being performed. Each musician was identified by a number (e.g. #123) as opposed to their name. When the judges decided who the best sounding tuba performer was, they asked for Herr #123, but out came Frau #123. The judges apologized and said they had asked for Herr not Frau #123. Frau #123 politely said, I am #123 and I am Frau #123.
I have used these two stories, plus the good and bad that I have learned over the years in hiring across multiple organizations, to first define ‘why’ I am hiring, the ‘what’s’ of what one needs to hire, and ‘how’ each of these ‘what’s’ will be assessed.
What are the ‘what’s’? The best set of ‘what’s’ that I have learned and used, is what I was taught at Bridgewater by my team. We first define the role and then define what Values we except for our culture, what Abilities are needed for this hire and what Skills are needed with this role … all for today and the future. I have since added to define the first 6-month objectives for this hire. I then chose the people who are best placed to interview for the defined Values, Abilities, Skills and 6-month objectives. To avoid the common feedback of, he or she is a ‘nice guy’, I ask to hear not just the pros, but more importantly, the cons of the candidates. It is rare to have the perfect candidate, so assume your candidate will come with some faults. Knowing the faults will help you as a manager, manage that person to help her / him succeed. After-all, why make the hire, if you as a manager are not going to help them succeed?
Voting in the upcoming US elections
As I think about the 2020 Presidential election, I will use the Values, Abilities and Skills thinking to help me make my decision on who I will vote for. For me, the role of President of the US is a very complex. As I see it, one is leading 330 million people, of all genders, color, religions and beliefs, each having different needs and wants. The role needs to work with the different branches of government and bring them together to actually get things done. For me, the role requires global thinking and collaboration. It requires one to make the right long-term decisions for the next generations in the US and across the World. Most importantly, I try to assess how he or she makes decisions, in other words, what are their decision-making principles. This is important because this leader will be faced with many novel challenges and how they make decisions, will be an example to us all. I do not assume that all my needs, wants or beliefs will be met by anyone person, but, I do believe in the framework I outline above to make my decision.
We may not agree on what the role entails but whatever your views are, however, you define the role, just make sure you go out and vote, but try and vote with what you think the right Values, Abilities and Skills are needed. Whatever the outcome, wish us well.
Person of the week
One of my favorite podcasts is Hidden Brain. Shankare Vedantam uses science and storytelling to reveal the unconscious patterns that drive human behavior, shape our choices and direct our relationships. At the end of his podcasts, he talks about an unsung hero. I would like to follow his lead and mention a Person that is in my thoughts because of who they are.
The Person of this week is Albert. I met Albert while I was working at HSBC in London. Everyday Albert wore a uniform and always had a smile. Based on his ‘job’, I am going to assume that his main role in his written job description was to organize the mail for the trading room. But Albert was so much more than that. He did not follow what was written as his job description, because he was goal oriented. Albert saw his goal as making sure everyone had a good day. He ensured everyone on the trading floor had the resources they needed, rooms and meeting areas were organized, helped with so many issues (work and personal) because he knew one did not have the time, and he made sure we all experienced a smile in their day.
Thank you, Albert, and to all the Alberts out there, thank you. You always made my day.
thought for the week 