Have you ever wondered why your company's culture shifts dramatically as it grows?
In part one of a special three-part series, host Susannah de Jager sits down with Professor Robin Dunbar, creator of the renowned "Dunbar's Number," to explore the evolutionary and anthropological realities that impact organisations as they scale. They delve into how social constraints on our brains affect group sizes and dynamics, offering a new perspective on why committees and teams function differently at various scales.
Drawing on insights from fields as diverse as human evolution and business, Professor Dunbar provides a toolkit for founders and investors to identify critical tipping points in a company’s development. They discuss optimal group sizes for different tasks, from small, fast-acting committees to larger, more diverse brainstorming sessions.
In part two of our special series, Professor Robin Dunbar returns to explore the essential social skills needed to manage a growing organisation. Robin and host Susannah de Jager explore the psychological boundaries of group size, from the point where a CEO no longer recognises every employee to the limit of knowing 5,000 faces you've seen before. They discuss the challenges for founders who are emotionally attached to their "baby" and how this can impede necessary growth transitions.
The conversation highlights the often-overlooked importance of soft skills in the hiring process, particularly for senior roles. Professor Dunbar challenges the traditional reliance on CVs and short interviews, advocating for a trial period to truly assess if a candidate will fit into the social fabric of the company.
In the third and final part of this series, Professor Robin Dunbar sits down with host Susannah de Jager to explore how social science can provide the answer. Robin explains that maintaining deep relationships with your core team is a huge "time burden" for leaders, but it is essential for fostering trust and ensuring everyone is on the same page.
The conversation delves into the historical context of community-building in business, referencing the practices of 19th-century founders who built social clubs and community centres for their workers. Professor Dunbar highlights the importance of social engagement, from feasting and singing to the simple act of having a pub on-site, as a way to create a powerful sense of belonging. He argues that HR departments should focus less on legal issues and more on creating opportunities for social engagement to cultivate a committed workforce.