Hiring is a n^2 problem
Imagine, if you will, a team as a finely woven tapestry of human connections. In this intricate fabric, each thread represents a team member, a node of potential and skill. To transform this potential into success, these nodes must not simply coexist but collaborate, weaving together through consistent and dynamic exchanges of information, ideas, and responsibilities. It's a dance of dialogue, where each participant keeps in step with the others.
For a pair, the dance is straightforward. One node reaches out to another, back and forth in a simple, direct exchange. But introduce a third dancer to this performance, and the complexity of the steps increases exponentially. Suddenly, there are six pathways of communication, as A informs B, B informs C, and C must circle back to A—all in a continuous bi-directional flow.
As the team expands, the number of potential interactions doesn't just grow; it surges. With four members, there are twelve pathways. With five, the paths expand to twenty. And by the time a team reaches a hundred individuals, a dizzying 9,900 connections are theoretically possible.
The formula n×(n−1), akin to an n^2 function.
This reveals a reality: as a team grows, the complexity of its internal communications escalates not linearly but exponentially.
This insight brings with it a critical understanding: expanding a team is not merely about adding more nodes. Each new member increases the complexity, necessitating a higher standard of integration and communication. Every addition should be made with a keen awareness of the growing web of interactions, ensuring that each new thread strengthens rather than entangles the collective effort.
In a famous story told by Marrisa Meyers about early days of google scaling, Marrisa said:
“He shot down Google’s plan to double its size from 200 people to 400 at the time, convinced they couldn’t “keep [their] quality and culture at [their] high bar” by doing so.
“He made the decision to only let the company hire 50 people in total for the whole year (down by 4x) and enforced this using these things called ‘Larry and Sergey dollars,’” Mayer explained.
That’s right, Schmidt created physical, laminated currency that were used as a hiring tool”
Great leaders understand it is a n^2 problem and very thoughful of about hiring - who and why they hire.
