Reminds me of Malcolm Gladwell’s episode Blame Game – the 2009 Toyota sudden accelerate scandal was overwhelmingly a matter of human error. In fact, a human factor expert said everything about sudden acceleration looks like a problem with the driver, not the car. We just couldn’t admit it.
Paul Graham suggested to look for co-founders that are “animal” – “someone who does what they do so well that they pass right through professional and cross over into obsessive.” Basically “a salesperson who just won’t take no for an answer; a hacker who will stay up till 4:00 AM rather than go to bed leaving code with a bug in it; a PR person who will cold-call New York Times reporters on their cell phones; a graphic designer who feels physical pain when something is two millimeters out of place.”
If he/she is a coder, 1) was the person genuinely smart? If so, 2) could they actually get things done? And finally 3) do they have unbearable personalities that we stand to?
Regarding to spotting the managerial talents. Ben Horowitz thought there are two skills that don’t normally go together. It’s a rare thing.
First, system thinking. Most people are not system thinkers – meaning they cannot think about: ok if I change this here it’s gonna affect things over there.
Second, can you actually see the people in your organization – do you know who they are, as opposed to talking to them like they are you. Do you understand their motivation; what they would think about something if they weren’t in the room, and you are making a decision; can you interpret them well enough so that as though they were there, there. Can you understand the implications through the eyes of people who work for you. You might not be able to articulate something, but they can articulate it for you the way you would have done it better.