Rather than surround myself with people who think just like I do, I should actively seek out those with different perspectives and experiences. Building diverse teams leads to richer discussions, greater innovation, and a more dynamic work environment. When we prioritize diversity in our hiring decisions, we create teams that are not only more effective but also offer a more fulfilling and inclusive social experience for everyone. This diversity fosters creativity and brings fresh insights, which are essential for long-term success.
A few years ago I was waiting for a delayed flight in a crowded lounge. Across from me, two men were working on a presentation and I couldn’t help overhearing their conversation. It was soon apparent that the fellow on the left worked for the guy on the right. They both had thick necks, short hair, and wore nearly identical outfits—jeans, cowboy boots, and black mock-turtlenecks. Their body language mirrored each other as they slouched in their chairs, laptops perched precariously on their laps. Even their gestures were nearly identical. Were they brothers? Nope – just colleagues who had likely fallen into a pattern of surrounding themselves with people just like them.
Another time, I was getting into an elevator behind two gentlemen talking about a maintenance problem. They were of similar height, both had handlebar moustaches, wore open windbreakers and held two-way radios in their right hands. Though speaking English, both had thick French accents. The guy who entered first was the boss.
Both of these examples reflect a management pitfall that stems from a common human tendency: we are more comfortable with the familiar; we unconsciously tend to hire people who remind us of ourselves.
In his book Blink, Malcolm Gladwell talks about the growing practice of blind auditions for musicians. He cites the example of how Abby Conant won a competition for first trombone in the Munich Philharmonic, much to the surprise of the selection committee. Without the screen behind which she performed, she might not have won the competition. This isn't only about gender discrimination - it is a broader issue of unconscious bias, a tendency we all fall victim to in ways we may not even recognize.
Similarly, a recent study revealed unconscious bias in hiring practices. Researchers created two different resumes with similar skills and experiences, sending them to Canadian companies with job openings. The resume with the anglicized name received far more got a call backs than the one with the foreign-sounding name, even when the names were swapped between resumes. Clearly, managers were more comfortable with the anglicized name. Like the case of the trombonist, this unconscious preference for what feels familiar is a common issue, even if those making hiring decisions are unaware of their bias.
The danger in hiring people based on what feels familiar is that it leads to homogeneity which in turn can lead to groupthink. Groupthink can stifle creativity and lead to sub-optimal decisions. In contrast, the best teams combine cohesion with diversity, including in the character, background, and experience of the members. This diversity leads to richer conversations, a broader spectrum of ideas and ultimately to better decisions and an increased likelihood of business success.
This is the bottom line: hire the best people based on skills and talent but be aware of the unconscious tendency we all share to hire people like us. Keep team diversity at the forefront of your selection process. Look beyond just fitting in and seek out those who can bring something new to the table.
That’s why I shouldn’t hire Jim Roche. Instead, I should look for people who differ from me. While I focus on the big picture, I need someone who thrives on the details. Each skill is essential, but one without the other could lead to disaster.
A powerful tool for helping build diversity is the Myers-Briggs Type Indicator (MBTI), which remains a useful guide for identifying various working styles. It is easy to learn and surprisingly effective. While I avoid using it to pigeonhole people, it can provide a helpful framework for considering team dynamics and helping build teams with diverse personalities and working styles.
By prioritizing diversity - not just in personality, but also in culture, gender, age, socioeconomic background, professional expertise, etc. - we create not only more effective teams but also a richer, more fulfilling work environment for everyone. Whether you’re building teams based on complementary skills, different experiences, or unique passions, focusing on diversity ensures better decisions and a more dynamic workplace.
Not only will these practices lead to better decisions and better business results, but they will also create more inclusive environments where people can bring their whole selves to work, contributing their unique strengths and perspectives. They will also lead to teams that offer richer and more fulfilling social experiences.
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As President and CEO of Stratford Group, Jim Roche thrives on leading and contributing to breakthrough organization successes. With a background as an entrepreneur and leader of multiple high-growth enterprises, Jim also runs ThinkRF, a fast-growing 5G wireless technology company. After earning his degree from Queen’s University, he played key roles at Newbridge Networks and co-founded Tundra Semiconductor, leading both companies through significant growth and public offerings. Jim has served on multiple public, private, and not-for-profit boards. Active in the community as a volunteer and advisor, Jim has worked with CHEO, Ottawa’s pediatric hospital, Invest Ottawa, the city’s technology-focused economic development agency, and many other organizations. He is a member of TEC Canada, Institute of Corporate Directors and CMC-Canada. |
[FROM THE ARCHIVES: A version of this blog post originally appeared in the Ottawa Business Journal and Stratford blog in 2010. It has been updated with new content.]