Focus on diversity of perspective as opposed to superficial diversity. For example, a second generation Taiwanese American can bring a very different perspective from that of a Taiwanese immigrant. The latter is more likely to bring something unique to the table.
Fully agree. Deep diversity is better than superficial diversity.
But if you’re starting from a position with almost no diversity even seemingly “superficial” measures can help you move forward. You can’t turn around and tick a box and say “well that’s diversity taken care of!” But it’s a step on the journey.
(And the journey isn’t “being diverse” it’s “making good things that aren’t accidentally riddled with blind sides”)
Fortunately, HN has a feature to allow you to do that without polluting threads with useless comments: just click on the "timestamp" of the comment (next to the username) and then click on "favorite".
In the future, you can view all of your "favorite" comments from your profile page (click on your username in the top-rigtht of the page). As an added bonus, it's much easier than having to sift through your own comments to find that one specific thread you're looking for.
Hire outside your bubble. Hire someone from non-elite schools who have amazing/interesting projects or clear success in spite of struggles or poor odds.
Make sure to include diversity of opinion in your hiring criteria so as to avoid creating a bubble. This is true diversity as opposed to identity-based "diversity". Make sure to get people who themselves are open for true diversity as well, otherwise you risk creating factions inside your company.
Favor people that don't fit your mold. Hang out with people that aren't your usual group. Hang out in an underground community (not literally underground, more like subcultures)
In the last 25 years I've experienced the voyage from a staff count of 6 to a staff count of 100 three times in different companies (service provider, professional services, software editor).
Your first hires determine largely your culture. The people that end up creating teams, and that eventually hire and influence people themselves, make your culture.
