I have seen many managers default into hiring new staff who have high competence but a low cultural fit. This is a deadly mistake in any organization, as this is exactly the wrong person to hire.
Instead, leaders should hire people who see the much bigger picture, and can truly help a company thrive by aligning their career goals with a company’s culture. These are the employees that will bring the most to the organization. These are the cultural warriors.
As leaders, we must focus their efforts on building the tribe — or more precisely, upgrade the tribal culture. If they are successful, the tribe recognizes them as the leaders, giving them top effort, cult like loyalty, and a track record of success. These people are talent magnets, with people so eager to work for the leader that they will take a pay cut if necessary.
Authors of the book Tribal Culture, David Logan, John King and Halee Fischer-Wright lay out the dramatic effects of a positive culture with the right hires, including:
- Fear and stress go down as the “interpersonal friction” of working together decreases
My organization moves at 190 mph, recently I needed to hire a new Human Resource Manager. I hired someone that worked for me at another company for 4 years. We already knew how we worked together, what worked and what didn’t and there was no interpersonal friction. That hire saved 8 months of managing a new relationship.
- People seek employment in the company and stay, taking the company a long way toward winning the war for talent
Plain and simple if you hire people that like you and you like them it really makes a world of difference. The trust and loyalty that takes months or years to earn is already built in.
- Organizational learning becomes effortless, with the tribe actively teaching its members the latest thinking and practices
- People’s overall health statistics improve. Injury rates and sick days go down
- Most exciting … is that people report feeling more alive and having more fun
Many companies hire and fire based on whether someone is a distinct culture fit. The sure skill set is important but it is a distant second. The key is knowing that no matter how ingrained a person is within a company if they’re adversely affecting morale, chances are they are also adversely affecting the bottom line. We need culture warriors who are emotionally engaged in the business.