Beyond the CV: Henry Ford's Unconventional Approach to Talent Selection

In an age where qualifications and technical expertise often dominate the criteria for job selection, an anecdote about Henry Ford offers a refreshing perspective on the importance of values and human interaction in the workplace. This story, which feels as if it could have been plucked from the pages of a Malcolm Gladwell book or the keynote speech of a visionary business leader, holds a profound lesson on leadership and the art of discerning true character.

Henry Ford, the innovative founder of Ford Motor Company, faced a decision that many leaders confront: choosing the right individual from a pool of equally qualified candidates. On the surface, both candidates were identical in their academic achievements and technical brilliance, having graduated from the same university with identical grade point averages. However, Ford's method of selection diverged from the conventional. Instead of further probing their engineering expertise or discussing their university accolades, Ford opted for a more unorthodox and insightful approach: he took them to dinner.

The dinner was not a test of social etiquette, nor was it an examination of their conversational skills about cars, engineering, or academia. Rather, it was Ford's way of observing how these candidates interacted with the world around them—how they treated people, made decisions, and exhibited their values through simple, everyday actions. Upon leaving the restaurant, Ford made his decision clear: one candidate was offered the job, while the other was left to ponder what had gone wrong.

Curious and undoubtedly perplexed, the rejected candidate mustered the courage to ask Ford for an explanation. Ford's response was as enlightening as it was unexpected. The decision boiled down to two seemingly minor, yet profoundly telling, behaviours. The first was the way each candidate approached their meal; one tasted the steak before deciding to add salt, while the other seasoned it before even trying—a subtle indicator of openness to experience and judgment. The second, and arguably more critical, observation was how they treated the restaurant's wait staff. One candidate acknowledged their existence with politeness and gratitude, making no distinction between them and Ford himself, while the other treated them as invisible unless they were directly serving him.

This narrative encapsulates a timeless wisdom that transcends industries and eras: the essence of great leadership and team membership lies not solely in one's technical ability or academic credentials but in their values, their respect for others, and their approach to life. Ford's insight into selecting team members based on these criteria highlights a profound understanding of what truly makes a team effective. It's not just about the collective intelligence or skill set but about how individuals within the team view and treat the world and the people around them.

You could argue that Ford's dinner test was a masterful demonstration of "thin-slicing"—the ability to find valuable insights from a very narrow slice of experience. Meanwhile, a modern business leader might see Ford's approach as emblematic of a leadership style that values emotional intelligence and ethical behaviour as much as, if not more than, technical proficiency.

In today's fast-paced and often impersonal business environment, the lesson from Ford's dinner is more relevant than ever. It serves as a reminder that the qualities that truly distinguish the leaders and innovators of tomorrow are not always visible in a cv or during a conventional interview. Instead, they are found in the simple, everyday moments that reveal our true character and values.