Looking for a Dream Team? — Don´t trust your own intuition!
By Veera Reko
The Best success in business life comes when you do something else than you were meant to. When coincidence happens to drive you through straightforward, simple structures society has built for you.
Suddenly, you notice there were more viewpoints than you imagined.
How can being aware of your mental shortcuts, heuristics, help you to find the best team members? Let’s take a look at upcoming startup festival Stream´s program.
Networking events are all about chatting, representing, signs and symbols.
When people interact with each other, there is always a possibility to interpret others wrong. Before you might have called it a mistake, but after reading this, you’ll call it a chance.
In Stream, all startup booth companies are screened using the method that angel investor and serial entrepreneur Ossi Numminen created together with a team of psychologists. They got inspired by screening methods used in Israel and built their own evaluation method to identify successful startup founder teams.
When a team is psychometrically measured, there is a possibility that it consists of people who have high entrepreneurial orientation. When we ask startup-professionals what kind of people they need for their team the answer would be: autonomous, risk-taking, innovative, proactive…
An individual’s skills and features, like the ones mentioned above, are important when looking for new members for your dream team. However, self-knowledge and social skills are eventually the features which decide whether your team can reach the highest peak.
In the hardest situations, we need the ability to communicate and criticize our own worldviews.
The better you know yourself and your decision-making weaknesses, heuristics, the more possibilities you have to survive through hard times and learn from failures, and to teach the same to your team members.
What, then, are the common heuristics that limit our thinking? Notice that heuristics are closely linked with emotions, attitudes and behaviour.
- We tend to strengthen features and roles we already know. For example, if somebody reminds you about your best friend, you are more likely to invite that person to your team and to forget to use the same critical estimates you would use when evaluating somebody who isn’t bringing you those familiar feelings.
- We tend to escape from complexity by simplifying and classifying things based on our previous knowledge. Noticing this can help us to be more creative. When we recognize our own stereotypes and manners and learn to be critical towards them, it can lead us to find possibilities we didn’t knew were there before.
- Our intuition was developed in a world where reasons and results were simpler than nowadays — not to mention in the future. We need to re-evaluate our beliefs and confess to our own dark spots.
From this point of view, it sounds reasonable to take part in competency- and value-based interviews, role-specific case exercises and whatever tests psychometric screening includes. In the best case, self-knowledge can help you reach a competitive advantage when you learn something new about yourself and the people around you.