(Mitchell Layton / Getty Images)
The NFL lost a class act last week. Former NFL head coach Dennis Green passed away at 67. Green, who led the Minnesota Vikings from 1992–2001 and the Arizona Cardinals from 2004–06, was the second black head coach in NFL history. Under his leadership, the Vikings became a perennial contender that made the playoffs in eight of his 10 seasons. But Green’s biggest achievement may not have been his win-loss record. Long before the Rooney Rule started in 2003, Green used his platform to give black players and coaches opportunities that others did not. Former NFL head coach Tony Dungy, head coach Jim Caldwell, and Arizona Cardinals receiver Larry Fitzgerald have made passionate statements to honor the immense impact Green had on their lives. Countless others have lauded Green’s unwavering commitment to improving their professional careers.
What’s more, though he undoubtedly was motivated by a sense of justice, Green proved that diversity is far more than a shaming buzzword. When done right, it leads to productive results. It was smart football. Silicon Valley has been under fire because black and brown faces are regrettably few and far between. Some firms have made decisive strides to change course, while others wrongly blame their struggles on the lack of diverse qualified talent. The tech industry can mature its mindset by mastering Green’s approach to attracting and retaining underrepresented minorities. It would be good business.
#### Look for talent in different places
Tech firms often start with a couple of friends who have an idea. Those friends recruit more friends, and the cycle continues. These internal referrals may accelerate the qualification process, but that practice creates a “mirror-tocracy.” Opportunities should not be limited to the token black friends.
In the ’90s, several NFL teams sped up their own hiring processes. Teams targeted coaches from the Bill Parcells “coaching tree” and habitually drafted Notre Dame players. These were quick and useful filters (kind of like zeroing in on coders from Stanford and MIT), but kept out qualified outsiders. Green attracted high-caliber talent as well, but he also made it a point to look elsewhere.
At the Super Bowl in 1997, Green learned that former Philadelphia Eagles quarterback Randall Cunningham, one of the few black quarterbacks at the time, was considering a comeback. Cunningham, cut by the Eagles after the 1995 season, had not played football in 1996. No matter. Green immediately called Cunningham and offered him a backup role with the Vikings.
Then, early in the 1998 NFL season, Vikings starting quarterback Brad Johnson got hurt. Cunningham’s number got called, and the rest was history. At 35 years old, he led the Vikings to a historic 15–1 season. That team scored a then-NFL record 558 points in a single season. Cunningham led the league in passer rating—the only black quarterback to ever do so. Green had created a legendary opportunity for the Vikings, the NFL, and Cunningham himself.
Tech companies can mimic Green’s efforts by investing resources in distinct talent pools targeted for underrepresented minorities and groups. Today, there are several resources to scale these efforts. Management Leadership for Tomorrow, Jopwell, and CODE2040 are a few organizations that offer partnership opportunities for companies looking to match with diverse candidates. They offer access to their job boards, networking events, and internship placements.
If Bay Area tech firms complain that there is a lack of diverse qualified talent, show them the team pages for Kapor Capital or Walker & Co. The Randall Cunninghams of tech are out there. Finding them requires more effort than widespread LinkedIn job postings and referral bonuses, but a lot of former Vikings will tell you it is worth the effort.
(Gene Lower / Getty Images)#### Nurture the talent that you have
Wide receiver Cris Carter had a tumultuous journey with the NFL. The Eagles released him in 1989 due to drug and alcohol abuse. The Vikings gave him a second chance in 1990—but not enough of a chance. Carter was a third-string option at wide receiver, primarily used as a red-zone threat. He did his job, but had more to offer the team.
When Green arrived in 1992, he made Carter the starting slot receiver and watched his career blossom to new levels. By the time Carter retired, he had become second all-time in touchdown receptions.
Another bet Green made was wide receiver Randy Moss. He was one of the most talented players in the 1998 NFL Draft, but his off-the-field issues alarmed some NFL front offices. Not Green. When Moss slid down to the 23rd pick, Green and Vikings grabbed him. He became part of the magnificent 1998 team and won the Offensive Rookie of the Year award. Moss proved that he was a prolific talent worthy of a high draft pick, and was widely recognized as one of the best wide receivers in the league.
Both Moss and Carter saw Green as a father figure. He mentored them, understood their struggles, and invested in their potential. There were plenty of reasons Green could have written them off early, but instead he put in extra effort to write them in. It made all the difference in their careers, and it added a lot more wins to the Vikings’ record.
Cris Carters and Randy Mosses in tech — potential superstars whose resumes may not be perfect — often don’t get mentoring, sponsorship, and coaching opportunities from company leaders. It’s not a coincidence that a coach whose very presence reflected diversity took pains to make sure diverse talent reached its potential.
If tech companies don’t have diverse management, younger, underrepresented minorities may not develop the relationships with their managers that their peers enjoy. Career progress then stalls. Frustrations slowly brew until they boil over for both the employee and the organization. Companies then start questioning the results of hiring diverse talent. It is a self-perpetuating cycle that has to stop.
Tech firms can partner with affinity groups to help close the gap. The National Society of Black Engineers, National Black MBA Association, and National Society of Hispanic MBAs are all great examples. These organizations can help provide some of the mentoring and support that helps diverse talent grow. But just as important, those partnerships can also create channels to attract diverse leadership. Every company’s goal should be not only to improve diversity stats, but also to have Dennis Greens in management who see these new employees as more than a number.
Green’s approach can be tailored for any tech company in the Bay Area. Go beyond the traditional venues to find qualified talent. Once the talent walks through the door, create an environment that fosters growth. But it’s more than an algorithm. Dennis Green cared, and it showed. That’s what we ask for from tech companies.
If not for us, for themselves. By being like Dennis Green, Silicon Valley will score a lot more touchdowns.
