You can lead me to water
but you can’t make me drink,
You can lead me to higher earnings
but you can’t make me believe
I have what it takes
to turn your paper crane
into a 3-D printed one
or the solution
to your predecessor’s mistakes.
You can teach me to fish
but you can’t make me eat,
You can teach me the virtues
of patience and reverence,
but you can’t make me believe
I have what you think it takes
to turn my playbook sketches
into a game-saving use case
or the antidote to my predecessor’s biases.
Let me lead you to water
I won’t force you to drink,
unless you’re thirsty
Let me lead you to higher earnings
I won’t force you to believe,
in your own potential.
Let me teach you to fish
I won’t force you to eat,
unless you’re hungry
Let me teach you the virtues
of slowing-down and kindness,
I won’t force you to believe
if you’re not ready.
Let me lead you,
if you’re willing
to try something new.
— yiqi 23 July 2020 3:44 pm
© Soledad Lorieto
The above poem was inspired by a musing on transferable skills and leadership that I read the other day. The post begins by noting that “the problem with hiring (not recruiting) is this: Those who tend to get hired are those with the most direct experience…’Those who have will get even more while those without will have even less. [Therein] lies the reason for lack of representation and diversity.“*
It makes sense. If considering resume criteria alone, a violin player with five years’ experience in the city symphony will likely be chosen to play for a film score over the violin player with one year of high school experience. The latter will likely be chosen over the music enthusiast with some childhood piano lesson memories but zero violin time. If budget is a concern, however, the high school violinist probably has the best shot because not only will they be the least expensive, but they already have basic violin-playing skills. (Whether or not they still remember how to sight read is a whole other issue).
The post then addresses the idea of transferable skills and that “it is still a seemingly far fetched [one] as hiring managers want people who can do the job on day 1.” The pace at and the way in which technology, consumer/client habits, and marketing trends change across industries necessitate potential new hires to possess the knowledge and skills to enter a new organization with minimal instruction AKA “we’ll show you how to reserve a meeting room, how to navigate the employee resources portal, and someone will probably tell you which bathrooms and parking spaces to avoid**, but we’d prefer you already know how to use all of the productivity tools, relevant software and web applications, and social media platforms ever made because time is money and we have very little time and just enough money to justify hiring someone who can do everything we require.” Consequently, companies find themselves in “the recycling of talent” or “hiring from the same pool over and over again.”
Sticking with our stringed instrument hypothetical scenario, the recycling of talent would consist of the same half-dozen violinists hired for any number of jobs where the employer does not want or cannot afford to (or both) teach anyone how to play said instrument. There’s nothing inherently wrong with making hiring decisions based on time and money constraints, and yet, as more employers keep maintaining this type of status quo, the breadth of talent and skill potential serving those employers stagnates.
The post ends with a suggestion for the implementation of “development programs,” “[taking] a home-grown approach,” for “[leaders…to become teachers,” “[and for] companies… to transform and become learning institutions.” The follow-up comments touch on examples of when transferable skills work (made by yours truly), how to diversify potential employee pools and re-evaluating job descriptions, and what good leadership entails.
© KOBU Agency, Faro, Portugal
What does effective leadership entail? Even if a company were eager to go beyond its modus operandi comfort zones and take a risk in hiring someone who doesn’t check off all of its “must have” boxes, how should it hire?
Perhaps one can begin by knowing who not to consider?
Rethink company priorities, thereby allowing for a wider range of leadership styles and dispositions? ***
Effective leaders should trust employees and not tell them how to work (within reason) or make unfounded assumptions about their motivations (or lack thereof)?
At the very minimum, balance the ratio of extrovert-to-introvert leaders or consider more ambiverts? ****
The consensus among these videos is that effective leaders are good listeners and mentors. They don’t pretend to know everything and don’t belittle nor patronize their staff. When the companies they own, the departments they oversee, or the teams they manage reach or exceed business objectives, are they automatically congratulated with such achievements or do they acknowledge credit where credit is due? Likewise, when the companies they own, the departments they oversee, or the teams they manage not only fail to reach those goals but also bring external negative publicity or internal criticism and shame, are these leaders unequivocally held accountable for whatever happened to incur the wrath of public opinion or workplace disappointment?
In thinking about these matters, I was reminded of an entry I wrote a few years ago where a friend and I discussed the role of football coaches and the degree to which the numbers on a scoreboard is more or less attributed to the coach rather than the players. Spectator sports are greatly affected financially by the number of wins and losses incurred over a season or series of seasons (depending on a team’s reputation). As often as the roster changes to reflect a dire need for better athletic skills, better chemistry between teammates, or simply to put backup players on the active list to compensate for injured starters, coaches come and go with comparable levels of frustration and hope on the part of athletic departments, booster clubs, fans, and team owners.
Whether it’s the college game or the professional game, a lot of people have invested money and faith in a particular team’s ability to win. Coaches are entrusted with the expertise to break out of losing streaks and maintain winning streaks. They do their best with what the players and assistant coaches offer, nevertheless, the best data available is no guarantee of victory. And as more reported stories of student-athletes or professional athletes misbehaving on or off the field circulate through media outlets and social media platforms, coaches may be unfairly blamed. Furthermore, when a head coach is new to a team and isn’t experiencing a real-life redemption narrative, he can apply the same strategies from his last coaching job and not be sure that the players will perform as expected. What brought accolades before won’t necessarily bring accolades again, but as long as they are good listeners and mentors, and don’t pretend to know everything, they’ll have more chances to prove themselves.
Hiring the right coach to turn a losing team around certainly involves a unique set of criteria that isn’t immediately analogous to finding an effective Senior Director, Team Lead, or CEO. No combination of characteristics fits all, and for a company to make the correct hiring decision, it has to know both its end goals and the idiosyncrasies of the journey. If Company A needs a charismatic leader in its sales or employee engagement departments, why shouldn’t it hire one? If Company B has a global presence and needs guidance on making eleventh-hour decisions without resorting to rousing people from deep sleep, why not hire a centrally located night-owl or two (one near the Prime Meridian, the other on the west coast of the continental United States)?
* “Lack of representation and diversity” doesn’t have to be limited to visual differences between people (skin color, wardrobe choices, hairstyles, mode of transportation, body language, gait, et al) and protected classes (religious affiliation [or lack thereof], physical or cognitive disabilities, gender identification, sexual orientation). Differences between people and their life experiences also involve pop-cultural tastes, dietary choices, philosophical beliefs, coping mechanisms, vices, sources of joy, sources of duress, and all the other characteristics that make no two people alike.
** In a pre-coronavirus world certainly, but in the current state of the world, the equivalent would probably be a note about which types of backgrounds to avoid using in virtual video conference calls.
*** As idealistic as this proposition might be that prioritizing kindness and treating employees well positively correlates to business success and a happy sales/finance department, if a company can monetarily afford to try it, why not then?
**** Is it “extravert” or “extrovert” and what is an “ambivert?”
I came across this article about financial scandals in pro sports. Fascinating stuff.
Pic creds: Unsplash