If I was teaching a human resources class, I would use the movie Ford v. Ferrari as a case study. It’s a fantastic film, about so much more than cars or racing, as it tells the story of the Ford Motor Company’s quest to win the Le Mans car race in the 1960s.

One of the central tension points is deciding who will be the driver of Ford’s car. The project leader, Carroll Shelby (Matt Damon) wants Ken Miles (Christian Bale) who is known as both incredibly skilled and equally unorthodox. The Ford executive in charge wants “a Ford Man”, someone else who can portray a more mainstream image for the brand.

I think the movie brings to light the frequent tension in organizations as to what is valued more: innovation or conformity; tradition or experimentation; mavericks or team players. So much of work today involves teamwork and playing nice with others is a necessary trait, so organizations must decide where they draw the line for those who do not fit the standard mold. Do you go with the perceived best driver to win or do you opt for someone more conventional who aligns closely with others? How much independence can you grant without sacrificing the effectiveness of the whole team or project? What is driving your decision: short-term winning or the long-term culture you are creating?

In the 5 Dysfunctions of a Team, Patrick Lencioni argues that it only takes one person to negatively impact an entire group. I myself recently wrote that being a member of a team is part of everyone’s job description these days. And yet, the movie highlights the dilemma of defining exactly what that team is – is it the team of driver and leader only, the race team or the entire Ford organization – and weighing how much latitude you give individual brilliance when deciding that answer.

Take a few hours this weekend and just enjoy a great film – then come Monday you can ponder the implications it may have for what drives hiring decisions in your organization.

About the Author leadership dots by dr. beth triplett

I'm the chief connector at leadership dots where I serve as "the string" for individuals and organizations. Like stringing pearls together to make a necklace, "being the string" is an intentional way of thinking and behaving – making linkages between things that otherwise appear random or unconnected – whether that be supervising a staff, completing a dissertation or advancing a project in the workplace. I share daily leadership dots on my blog to provide examples of “the string” in action. I use the string philosophy through coaching, consulting and teaching to help others build capacity in themselves and their organizations. I craft analogies and metaphors that help people comprehend complex topics and understand their role in the system. My favorite work involves helping those new to supervision or newly promoted supervisors build confidence and learn the skills necessary to effectively lead their team.

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