Most companies say they want independent thinkers who can act like leaders. Regardless of what those companies say, we know that more than a few organizations would prefer to have quiet followers instead of bold leaders. In fact, a Leadership IQ study revealed that managers tend to prefer employees who follow the rules and pursue realistic goals than they are to value employees who challenge convention and pursue audacious goals (classic leadership traits).
Notwithstanding that some companies are insincere in their recruiting pitches let’s assume that your organization means what it says about hiring independent thinkers who can act like leaders.
There’s still a hidden danger lurking within many teams, threatening to undermine even the most talented groups: groupthink. This insidious phenomenon can lead to poor choices, missed opportunities, and, in extreme cases, catastrophic failures.
Groupthink occurs when the desire for harmony or conformity in a group results in irrational or dysfunctional decision-making. Members of a group may suppress their own opinions and adopt the opinions of the rest of the group. This can happen even when individuals privately disagree with the group consensus.
Examples abound of companies that suppressed dissent or breakthrough ideas. Consider the cautionary tale of Nokia, once the world’s leading mobile phone manufacturer. Despite recognizing the need for a more advanced operating system to compete with Apple, Nokia’s managers hesitated to admit their current system’s shortcomings openly. In 2007, Nokia produced more than half the planet’s mobile phones and, by 2013, they were demolished by Apple, Google, and Samsung. Managers’ reluctance to voice concerns led to a culture of obfuscation, ultimately contributing to the company’s downfall in the smartphone market. In the words of one manager, “Why tell top managers about this? It won’t make things any better.”
It’s absolutely crucial to hire individuals who can resist the pull of groupthink–leaders, whether formally titled or not, who are willing to speak up, challenge assumptions, and bring diverse perspectives to the table. But how can you identify these potential leaders during the hiring process?
One effective strategy is to ask candidates: “Could you tell me about a time your idea or opinion was rejected?”
This question can reveal much about a candidate’s ability to handle dissent, maintain their convictions, and navigate challenging group dynamics. When asking this interview question, it’s crucial to keep it simple and open-ended. Resist the urge to tack on additional prompts or leading phrases. A recent report shows that interviewers mistakenly add qualifiers like “and how it worked out,” “and how you solved it,” or “and how you did so successfully.” While well-intentioned, these additions can inadvertently steer candidates toward more positive or resolution-focused responses. Keeping the question bare and unadorned allows candidates to reveal their true approach to handling rejected ideas. This unguided response often provides more authentic and insightful information about a candidate’s ability to navigate disagreement and potential groupthink situations.
Let’s examine two potential responses to this question – one that suggests a tendency towards conformity and another that indicates leadership potential.
A less desirable response might sound like this:
“Well, during a team meeting, I suggested a new marketing strategy, but my manager didn’t like it. I realized she probably knew better than me, so I just dropped the idea and went along with what everyone else wanted.”
This answer suggests a candidate who may be prone to conformity and less likely to persist in the face of opposition. They quickly abandoned their idea when faced with resistance, potentially missing an opportunity to contribute valuable insights.
In contrast, consider this more promising response:
“In a previous role, I proposed a significant change to our customer service process. Initially, my idea was met with skepticism from the team. Instead of giving up, I took the time to gather data supporting my proposal. I then scheduled individual meetings with key stakeholders to address their concerns and refine the idea. While my original proposal wasn’t implemented exactly as I’d envisioned, these discussions led to a hybrid solution that incorporated elements of my idea and addressed the team’s concerns. The new process improved our customer satisfaction scores by 15%.”
This response demonstrates several qualities that can help resist groupthink:
By hiring individuals who exhibit these qualities, you’re more likely to build a team that can resist the pull of groupthink and make better decisions.
It’s important to note that hiring for these traits isn’t about creating conflict or disruption for its own sake. Rather, it’s about fostering an environment where diverse perspectives are valued, and critical thinking is encouraged. This involves actively seeking out alternative viewpoints, encouraging team members to voice concerns, and demonstrating that it’s safe to challenge the status quo.
Leaders are crucial in creating a culture where dissent is tolerated and welcomed. This means hiring individuals who can think independently and nurturing this ability within the team. Leaders should model the behavior they want to see, demonstrating openness to new ideas and a willingness to change course when presented with compelling evidence.
Also, diverse teams tend to be more resistant to groupthink. When team members come from different backgrounds, experiences, and perspectives, they’re more likely to challenge each other’s assumptions and bring fresh ideas to the table. Hiring for diversity – not just in terms of demographics but also in thinking styles and experiences – can be a powerful strategy for combating groupthink.
When hiring for leadership positions or key roles within your team, look beyond technical skills and experience. Seek out individuals who demonstrate the ability to think independently, persist in the face of opposition, and collaborate effectively to refine and improve ideas. Ask probing questions like the one suggested above to uncover how candidates handle dissent and rejection.
Remember, the goal is not to hire contrarians who oppose every idea, but rather individuals who can think critically, express their views respectfully, and work constructively with others to reach the best possible outcomes. By building a team of potential leaders rather than followers, you’ll be better equipped to avoid the pitfalls of groupthink and make more robust, innovative decisions that drive your organization forward.
