Challenge “Samers”

July 8, 2012

I often hear a phrase coming from the lips of hiring managers that makes me cringe. “We want to hire someone who will fit into our group.” A lot of effort is expended in screening candidates with personality tests, multiple interviews, even role plays in order to determine that the new hire will be similar in thinking to the existing team. I think this is a big mistake.

It is often the maverick or even outcast among a group of people who comes up with the genius solutions to problems or creates entirely new streams of income. When we seek to have everyone “fit in” we lose the potential for diversity of thought that is a major part of the creative process.

My leadership team was blessed with a mixture of line managers from a variety of backgrounds, ethnicity, and gender. These were in a constant state of flux because all were growing and moving in their careers, creating slots for others.

Often, it was the minority representation that brought the group up short when we were off base. They would help us realize our gut perspectives were not to be trusted. They would point out when we slipped into a dangerous “group think” or “monoculture” mentality.

In “The Contrarian’s Guide to Leadership,” Steven Sample described it this way:

“A highly homogeneous organization is as susceptible to disease and infestations as a large biological monoculture. Every farmer knows that when he and his neighbors plant tens of thousands of contiguous acres in a particular variety of wheat year after year, that variety will soon become vulnerable to new diseases or new strains of insects. Ecosystems that are biologically diverse are much tougher and more resilient in the long run than monocultures, and so it is with organizations that contain a wide variety of people working toward a common goal.”

It was important to have a variety of people on the team and critical to listen when they pointed out our naiveté. It kept us growing and searching for a greater appreciation of diversity. Although no group ever fully understands the issue, at least if we embrace diversity, we can be a little less blind.

Obviously, it is a good idea to avoid putting a person on the team who is a total misfit, is disruptive, or always brings up a contrary point of view creating dissent. Instead, try to foster a mixture of ideas and points of view by following the actions:

1. If personality tests are used to screen candidates, seek to place people with different style patterns.

2. During interviews, try to determine the level of independent thinking while also determining an appropriate level of teamwork.

3. When asking about prior experiences and background, put high value on skills that will add new dimensions to the existing team rather than map closely with existing team skills.

4. Do not look for clones in terms of demographic and ethnic characteristics. Always seek to increase the variety of the team where possible.

5. Seek to make strategic moves of people from one team to another that will add diversity of thought to both groups.

6. Continually reinforce the idea that we can gain our greatest strength from diversity.

Building a strong team means not going the comfortable route where we hire and place people just like us. That is a formula for mediocrity.


Merger Miseries 8 – Scrambled Cultures

November 14, 2010

This is the eighth in a series of articles on the trials and tribulations of mergers and acquisitions. This episode concerns the blending of different cultures into a homogeneous new culture. Regardless of the size and scope of an M&A, or even an internal restructuring, there needs to be a successful merger of two distinct cultures to realize the benefits. Managers often assume this will happen naturally over time, so they give this aspect little attention when planning the merger. WRONG! Achieving a stable culture where people are at least supportive if not enthusiastically driving a singular mindset is the most significant challenge for most change efforts. Do not assume things will work out; instead, take a highly proactive approach to defining a new culture.

In every case, even when the action is described as a merger of equals, one group will feel they have been “taken over” by the other. Curiously, in many instances, both groups feel they have been taken over because employees in each former group will need to modify procedures to accomplish the union. Usually, one of the parties is assumed to be in the driver’s seat, so it is the other party that needs to endure the bulk of changing systems.

Lack of trust and genuine animosity lead to resistance when it comes to blending the two groups into one. It is common to have the conflict occur as passive resistive behavior. People will have the appearance of agreeing, but subversively undermine the other group however possible. This kind of “we – they” thinking can go on for years if allowed. So what actions can management take to mitigate the schism and promote unity? Here are a dozen ideas that can help.

1. Start early – Do not let the inevitable seeds of doubt and suspicion grow in the dark. Work quickly after the merger is announced to have teambuilding activities. Openly promote good team spirit and put some money into developing a mutually supportive culture. Good teamwork is not rocket science, but it does not occur naturally. There must be investments to accomplish unity.

2. Have zero tolerance for silo thinking – This is hard to accomplish because human beings will polarize if given the opportunity. Set the expectation that people will at least try at all times to get along. Monitor the wording in notes and conversations carefully and call people out when they put down the other group. This monitoring needs to include body language. Often rolling eyes or other expressions give away underlying mistrust.

3. Blend the populations as much as possible – Transplant key individuals from Group A with counterparts from Group B. If this is done with care, it will not take long for the individual cultures to be hard to tell apart. Sometimes the transplanting process is unpopular, but it is an important part of the integration process.

4. Use the Strategic Process – It is important to have a common set of goals and a common vision. If the former groups have goals that are not perfectly aligned, then behaviors are going to support parochial thinking. When conflicts arise, check to see if the goals are really common or if there is just lip service on this point.

5. Reward good teamwork – Seek out examples of selfless behavior from one group toward the other and promote these as bellwether activities. Verbal and written reinforcement from the top will help a lot. You might consider some kind of token award for outstanding integration behavior.

6. Model integrated behavior at the top – Often we see animosity and lack of trust at the highest levels, so it is only natural for the lower echelon to be bickering. People have the ability to pick up on the tiny clues in wording and body language. The leaders need to walk the talk on mutual respect.

7. Co-locate groups where possible – Remote geography always tends to build polarization in any organization. If merged groups can be at least partially located under one roof, it will help to reduce suspicion by lack of contact. If cohabitation is cost prohibitive, it is helpful to have frequent joint meetings, especially at the start of the integration process.

8. Benchmark other organizations – Select one or two companies who have done a great job of blending cultures and send a fact finding team made up of representatives from each group to identify best practices. This team can be the nucleus of cooperation attitudes that can allow unity to spread through the entire population.

9. Make celebrations include both groups – Avoid letting one group celebrate milestones along the way while the other group is struggling. Make sure the celebrations are for progress toward the ultimate culture instead of sub-unit performance.

10. Align measures with joint behavior – Make sure the measures are not contributing to silo thinking. If the goals are aligned for joint performance, have the measures reinforce behaviors toward those goals. Often, well intentioned measures actually drive activity that is directly opposite to the intended result. One way to test for this potential is to ask, “what if someone pushes this measure to the extreme – will that still produce the result we want”?

11. Weed out people who cannot adjust – A certain percentage of the population in either group are going to find it difficult to get over the grieving process. Identify these individuals and help them find roles in some other organization. It will help both the merger process and the individual. On the flip side, identify the champions of integration early and reward them with more exposure and more span of control.

12. Create incentives for the desired behavior – People should be encouraged in every way to act and think in an integrated way. This can be encouraged by having the incentive plans pay out only if both units perform seamlessly.

The road to a fully functioning integrated culture can be long and frustrating. By following the ideas given above, an organization can hasten the day when there are few vestiges of the old cultures, and people feel a sense of belonging to a single new order.