Do you recognize and appreciate an employee who is good at a skill that isn’t your strength? Or do you minimize the importance of this skill?
“It’s human nature to value the attributes of others that are the most similar to our own and devalue the characteristics that we do not possess,” says Peter Friedes, co-founder of Managing People Better. But you can pay a price for shortsightedness.
The generalizations you make about an individual or a group can result in creating a culture of groupthink in your organization. In other words, if you recruit and hire people only like yourself, you miss out on the opportunity to bring in employees who might change your operation for the better.
“The most effective managers are keenly aware of both their strengths and their shortcomings, and thus know how to evaluate employees through both lenses,” says Friedes.
Case in point: Manager Tom Smith, a left-brained engineer, likes “the facts a...(register to read more)