It would appear to be the most logical thing: the company’s founder is the most adapt person to value and chose their coworkers.
In theory, maybe, so it is. But our long activism next to a long list of wine companies make us tell you a different story. Stories about people chosen according to “told” references or according to word of mouth, or valued according to the reputation given by the previous employers that later revealed not to measure up to the expectations or they simply did not fit for that particular company.
Stories of “falling in love” and bedazzlements, ended with the first results of the financial statements or the first relationship difficulties. Hence, stories about the wrong person in the wrong place.

Why does this happen?

There are many judgement errors in which it is possible to fall into by choosing on our own our coworkers. Without going too deep, we can take inspiration from a few proverbs:

  • “Chi si somiglia si piglia” – birds of a feather flock together. We have the instinctive tendency to choose as coworkers people that are similar to us, with our very same “style”, our same approach to situations and relations. We tend to generally see them as “positive” because in them we can recognize our own strength points. The result is that none on the team will be a counterbalance, making it impossible to see the dark side of the moon and help us to see things from different perspectives.
  • “La fretta è una cattiva consigliera” – haste makes waste. We know it all too well: companies’ employers have thousand things to deal with and they keep the staff selection for their spare time. Reasoning on the job description, looking for candidates in a focused way, giving many job interviews are all “time consuming” activities; so, we make discounts, we settle to see just a few candidates, we trust the pieces of information we collected by a simple phone call to the previous employer of about 5 years prior and that we know personally. Unfortunately, taking shortcuts is the best way to hurt ourselves, even in the research for new talents.

We must add the fact that the research and selection process is articulated and requires specialistic competences in every phase (from the active research to the CV skimming, from the job interviews to the management of the motivational state of the candidates): it is not obvious at all that the company owner has them all, because they may be good in other things, for some of which they cannot be substituted.

We are fiercely convinced that an external eye may be able to see things from different perspectives. For an entrepreneur, then, to deprive of a confrontation with specialized professionals, risks to reduce opportunity range to value regarding Human Resources, renouncing in fact to renew the cultural humus of the talents that work for the company.