> Carwoo is a company that’s a little weird, so they ask every interviewee how weird she thinks she is on a scale of 1 to 5. There is a right answer. 3-4 is the sweet spot a weird person who is self-aware.
I'm sorry, but these are just bizarre. Company culture is great, but this just sounds cultish and even cargo-cultish.
It strikes me almost as strange that we have anti-discrimination laws for hiring practices concerning races, sexual orientations, religions, etc... but companies are free to discriminate against people who play "hoops" (or don't), or are either insufficiently self-identified "weird", or overly self-identified "weird".
Well you just can't legislate against human stupidity...
You shouldn't legislate against human stupidity. Meanness, though, is a fine target for legislation.
If they aren't smart or not fun to hang around with it usually comes out in those few hours. We've had 100% success rate.
Plus, in my basketball playing years, that was a great example of teamwork.
I mean, aesthetics are subjective too but most people prefer not to have poo on a pedestal in their living room.
You can find strong and widespread biases (e.g., against fecal art) even in a subjective domain.
Lee Iacoca used the same technique when rising through Ford's managerial ranks. He met with his direct reports quarterly, reviewed their progress over the past 3 months, and set objectives for their next 3 months. Then both schedule the next review and sign all the paperwork. He required that his direct reports have the same quarterly reviews their subordinates, recursing down the chain.
This, Iacoca's autobiography says, not only makes sure both sides know what was agreed to, but gets them talking to one another, and at least communicating on progress. Managers need to be part of the team too -- their role is to remove roadblocks preventing the the team from shipping.
Crap work has costs that far exceed the amount spent employing the person who produced it.
