According to Laszlo Bock, that company’s head of people operations, pedigrees from elite colleges and even high GPAs are also not strong predictors of job performance.
Bock told The New York Times (http://bit.ly/morehumility) that Google looks instead for “the ability to step back and embrace other people’s ideas when they’re better.” This “intellectual humility,” as Bock calls it, is fundamental to learning. It is expressed as an ability to process information on the fly and to absorb the lessons of failure. Google interviewers screen for it by asking how applicants handled tough situations.
Being intellectually humble does not mean being wishy-washy. As Bock describes it, employees who possess this quality will “fight like hell” for their position. But if a new fact is introduced, they are unafraid to say, “That changes things. You are right.”
We have long talked about the value of genuinely listening to the ideas of others. Successful teamwork and emergent leadership depend on this sort of open-mindedness and on the strength of character to trade certainty for curiosity.
We want to hear: Can you describe a circumstance where a willingness to embrace another point of view led to success? Does your organization have a way of screening for this quality in prospective employees? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: Alain Bachellier https://www.flickr.com/photos/alainbachellier/