When I use the term “culture” I mean a set of shared values and beliefs that form the basis for: 1) what we actually do, and 2) what we believe we ought to do. As I’ve said before, I think culture has more impact than strategy on the long-term success of an organization. That’s why it’s so important to select people who fit, whose natural values, beliefs and behaviors align with those of the culture. That’s what this post is about.
The challenge here is that culture is always in flux. Some elements of culture are more malleable than others. Some are deeply entrenched and extremely difficult to change. Furthermore, the description of an organization culture depends on where you’re standing. It depends on your perspective. That makes the endeavor of describing a culture a lot more complex than we typically acknowledge.
First let’s think about perspective. If you ask a wealthy New Yorker who lives on Park Avenue to describe the culture of New York City, we’ll get a very different description than the one given by the person who lives in a poor, dangerous section of that same city. If we ask the C-suite executives to describe the culture of their organization, we might well get a very different description than the one given by a rank and file employee.
Now let’s think about flux. (By the way, when was the last time someone asked you to think about flux?) The culture of any organization, any community is continuously evolving due to influences from both internal and external sources. Whatever a person’s perspective, their description of the culture is a snapshot in time. To further complicate matters, different parts of the culture are evolving at different rates of speed.
So when you say that you want a candidate to fit the culture, what culture are you talking about? The culture of a specific division or department? The present culture or the culture the CEO envisions for the future? This is immensely complex. It can make your head hurt. But there’s an easier way to determine cultural fit.
In my opinion, the endeavor of determining who’s a good fit for the existing culture is in some respects easier than describing the culture. Even if we’re not sure we can describe the culture, we can identify existing employees who are a good fit. These are individuals who thrive in the culture and who are widely regarded as exemplifying the desired cultural values and behaviors. We can create profiles of these people and hire to those profiles. This can be done for an envisioned culture as well. We can identify existing employees who exemplify the values and behaviors of the desired future culture, create profiles of those people and hire to those profiles.
Objectively and properly describing an evolving culture from multiple perspectives is a daunting task. But we don’t need to do that in order to answer the question, “What kinds of candidates would be a good fit?” Whether we’re focusing on an existing culture or a desired culture, we simply need to study existing employees who are a good fit and hire more people like that.
Thanks for reading. And, as always, I’m interested in your thoughts.