In tech, intelligence is an important quality, but it is not the only important quality, and this was a difficult lesson for Ben Horowitz to learn:
I felt that it was my job to create an environment where brilliant people of all backgrounds, personality types, and work styles would thrive. And I was right. That was my job. Companies where people with diverse backgrounds and work-styles can succeed have significant advantages in recruiting and retaining top talent over those that don’t. Still, you can take it too far. And I did.
For instance, you can’t allow the heretic to continue blaspheming:
Any sizable company produces some number of strategies, projects, processes, promotions, and other activities that don’t make sense. No large organization achieves perfection. As a result, a company needs lots of smart, super engaged employees who can identify its particular weaknesses and help it improve them.
However, sometimes really smart employees develop agendas other than improving the company. Rather than identifying weaknesses, so that he can fix them, he looks for faults to build his case. Specifically, he builds his case that the company is hopeless and run by a bunch of morons. The smarter the employee, the more destructive this type of behavior can be. Simply put, it takes a really smart person to be maximally destructive, because otherwise nobody else will listen to him.
Why would a smart person try to destroy the company that he works for?
- He is disempowered.
- He is fundamentally a rebel.
- He is immature and naïve.
His example of the flake takes the archetype to another level:
Some brilliant people can be totally unreliable. At Opsware, we once hired an unequivocal genius—I’ll call him Roger (not his real name). Roger was an engineer in an area of the product where a typical new hire would take 3 months to become fully productive. Roger came fully up to speed in two days. On his third day, we gave him a project that was scheduled to take one month. Roger completed the project in 3 days with nearly flawless quality. More specifically, he completed the project in 72 hours. 72 non-stop hours: No stops, no sleep, no nothing but coding. In his first quarter on the job, he was the best employee that we had and we immediately promoted him.
Then Roger changed. He would miss days of work without calling in. Then he would miss weeks of work. When he finally showed up, he apologized profusely, but the behavior didn’t stop. His work product also degraded. He became sloppy and unfocused. I could not understand how such a stellar employee could go so haywire. His manager wanted to fire him, because the team could no longer count on Roger for anything. I resisted. I knew that the genius was still in him and I wanted us to find it. We never did. It turns out that Roger was bi-polar and had two significant drug problems: 1. He did not like taking his bi-polar medication and 2. He was addicted to cocaine. Ultimately, we had to fire Roger, but even now, it pains me to think about what might have been.