Hiring the Right People
In last week’s column, I wrote about Herbert Simon’s pattern recognition theories, what defines an expert and how we can build that sixth sense to become experts ourselves. Continuing the theme, I’d like to turn to how we can use what we know about experts to hire the right people for our organizations and to make our organizations better.
Experts are made, not born. We learned this through the example of Jose Raul Capablanca. In the end, chess players develop expanded minds from practice, not because of native genius. The more they play, the more patterns they recognize, the better they become. It seems obvious, but the capacity of the human mind is astounding when pushed to the brink. Only then do we realize our full potential.
So, what else do we know about experts? For one thing, experts seek criticism. They’ll endure withering criticism…willingly. They don’t bask in the limelight of a job well done; they don’t dwell on past successes. Experts are never satisfied. They know they can always do better and they constantly solicit feedback from those who can help them improve and refine their skills.
Next, experts seek to compete at the highest level. They don’t view their neighbor as competition or hang out with the weak to put themselves in a better light. In print, experts look not just to leaders like Joel Quadracci or Thomas Quinlan III, but also to leaders in other fields like Jamie Dimon and Eric Schmidt. Experts look beyond today and look beyond our industry, to develop a vision for what lies beyond.
To that end, experts develop predictions for the future. What will become, and how will they position themselves for that possibility? As Capablanca would, they see three steps ahead and plan to counter moves they foresee their competition will make. How will augmented reality affect the printed communications of tomorrow and how can we position our organizations to capitalize upon it?