"I have always hired people of different ages. Young people and older people. People in their 70s and in their 20s. People who are fully capable of talking back to me"
About this Quote
Merit gets framed here as a kind of managed friction. Shalala isn’t just praising “diversity” in the soft-focus, corporate sense; she’s describing a leadership style built around refusing the comfort of a single peer group. The line stacks ages like résumé bullet points - 70s, 20s - not to flatter either, but to signal range: institutional memory alongside restlessness, skepticism alongside speed. In public service, where incentives reward caution and hierarchy, that’s a deliberately countercultural posture.
The kicker is the last sentence: “fully capable of talking back to me.” It’s a subtle flex disguised as humility. She positions dissent not as an annoying byproduct but as a hiring criterion, the mark of a serious operation rather than a court. The phrasing “fully capable” matters; it implies that many workplaces hire people who technically could challenge power but have been trained, implicitly or explicitly, not to. Shalala’s subtext is that competence includes backbone.
Contextually, this reads like the worldview of someone who has run big, politically exposed institutions - Cabinet departments, universities, large bureaucracies - where bad news gets sanded down as it travels upward. Age diversity becomes a practical anti-groupthink device, not a moral badge. It’s also a preemptive rebuttal to the caricature of the top-down administrator: if you’re accused of being a “tough boss,” you answer by saying you staff for argument. In one breath, Shalala claims authority and inoculates it against sycophancy, turning disagreement into proof of good governance.
The kicker is the last sentence: “fully capable of talking back to me.” It’s a subtle flex disguised as humility. She positions dissent not as an annoying byproduct but as a hiring criterion, the mark of a serious operation rather than a court. The phrasing “fully capable” matters; it implies that many workplaces hire people who technically could challenge power but have been trained, implicitly or explicitly, not to. Shalala’s subtext is that competence includes backbone.
Contextually, this reads like the worldview of someone who has run big, politically exposed institutions - Cabinet departments, universities, large bureaucracies - where bad news gets sanded down as it travels upward. Age diversity becomes a practical anti-groupthink device, not a moral badge. It’s also a preemptive rebuttal to the caricature of the top-down administrator: if you’re accused of being a “tough boss,” you answer by saying you staff for argument. In one breath, Shalala claims authority and inoculates it against sycophancy, turning disagreement into proof of good governance.
Quote Details
| Topic | Team Building |
|---|---|
| Source | Help us find the source |
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