Get the right people on the bus with culture-fit hiring
And go from good to great.
A decade ago, I read Good to Great by Jim Collins, and it left a lasting impression on me. The core lesson that resonated was the importance of having the right people on the team. This single idea has shaped my approach to building successful teams ever since.
“If you have the right people on your bus, the problem of how to motivate people largely goes away. The right people don’t need to be tightly managed or fired up: they will be self-motivated by the inner drive to produce the best results and to be part of creating something great… And if you have the wrong people, it doesn’t matter whether you discover the right direction; you still won’t have a great company. Great vision without great people is irrelevant.”
Jim Collins
This is where company culture comes into play. This isn't just about creating a list of values to hang on the office wall. It's about understanding the DNA of your organization: what makes it tick; what drives its success; and what binds your team together.
The problem is that culture is often poorly defined at companies and behavioral interview questions fail to address that certain, for lack of a more precise word, “vibe” of a good hire.
I’m going to give you the blueprint to overcoming these two challenges so you end up with the right people on your bus.
Culture-fit hiring is misunderstood
The term "culture fit" is often understood by hiring managers as how well someone blends into the organization.
This can sometimes lead companies to focus on hiring people they’d enjoy spending time with, like someone they’d grab a beer with, which creates a flawed approach. In other words, you want to avoid conflating culture fit with likability.
"Culture fit" should be about one key thing: how effectively an individual can perform their job within the unique environment of your organization—beyond just social events or happy hours.
The right way to approach "hiring with culture in mind" is to focus on the key elements that define your company's culture. To do that you need to identify these values and hire individuals who can excel in your specific environment.
Define your company culture
Too often, we use clichés to describe company culture, yet rarely are these vague ideals supported by meaningful or enduring action. This is a trap we wanted to avoid when I led this exercise at SimpleTexting.
Identify top performers: Who consistently excels? List key traits.
Reflect on team dynamics: What characteristics do you want to maintain?
Analyze success stories: What behaviors led to notable achievements?
Consider your origins: What foundational values shaped the company?
You aren’t inventing a culture from scratch, but rather uncovering and defining the culture that already exists within your organization.
Balance current and future state
Once you've identified your core cultural elements, it's time to think about where you want to go. This is where balancing current and future state comes into play. Your aspirational culture elements should be:
Attainable: It should be within reach, not a pie-in-the-sky ideal.
Aligned: It should align with your current strengths and values.
Inspiring: It should motivate your team to grow and improve.
Culture needs to be something that is both lived and aspirational. It should reflect who you are while also pointing towards who you want to become.
Assess candidates with your culture in mind
Now that you’ve defined your company values they should be guiding principles for how your team hires.
For instance, if one of your core values is a commitment to continuous learning, hiring someone—even if they are highly skilled—who prefers to simply do their job and leave, might not be the best fit for the long term. Your ideal team members are those who enjoy learning, actively participate in “lunch and learns,” share resources in internal chats, and engage in discussions and debates.
If innovation is a core value, look for candidates who are proactive in brainstorming new ideas, rather than those who simply stick to the status quo.
It’s key that hiring managers use the interview to assess if a candidate genuinely aligns with these values. If not, despite their talent, their differing approach could negatively impact your team’s dynamics.
The ongoing journey of culture
This is what makes “culture fit” such an important part of the hiring process. You aren’t just hiring around whether or not people will all be friends. What you’re hiring for, and really optimizing for, is how each individual person will “fit” into the collective whole and thrive within your specific organization.
As you embark on or continue your cultural journey, remember these key points:
Start by defining your culture based on your current reality and future aspirations.
Live your culture every day, making it tangible for your employees.
Use your culture as a key part of your hiring process.
Regularly measure and evolve your culture as your company grows.
For leaders looking to dive deeper into building strong cultures, consider these resources:
"The Culture Code" by Daniel Coyle
"Traction" by Gino Wickman
"Good to Great" by Jim Collins
As you shape your team, remember: it’s not just about reaching your goals—it’s about building an environment where people are motivated to thrive. How will you define your journey?