“Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture. When you realize you have made a mistake, you need to cut your losses and move on.” – Howard Schultz
Many leaders confuse culture with vision and strategy, but they are very different. Vision and strategy usually focus on products, services and outcomes. Culture is about the people – the most valuable asset in the organization. The way people are treated, the way they treat their peers and their responses to their leaders is the air people breathe. If it’s clean and healthy, people thrive and the organization succeeds. But to the extent this air is toxic, energy subsides, creativity lags, conflicts multiply, and production declines. Culture – not vision or strategy – is the most powerful factor in any organization.
“Culture eats strategy for breakfast.” – Peter Drucker
As the Father of Management, Peter understood the value of culture in a business even way back then when he first said it. Understanding this is so important to the vitality of our business. Hiring isn’t just about hiring the right people. It’s about hiring the right people. I know that sounds redundant, but hear me for a second. We don’t just want people that have the education, skills set and resume to be an asset to the company. That would be hiring the right person, who may not be the right person. What about who they are at their core? Their personality? They may have amazing skill, but a horrible attitude.
Look for the right people who are the right people. Can they adapt to the culture, language and spirit that is already resident in the business? Will they be accepted by that culture? Will they add to the team or just take for themselves? How do they lead others? How do others respond to their leadership? These are more vital questions to answer than resume.
Howard says “Hiring People is an Art not a Science.” Peter says, “Culture eats strategy for breakfast.” At Excellent Cultures, our clients have proven time and time again that hiring and culture are both an art and a science and that “culture not only eats strategy for breakfast but for lunch and dinner as well.” If this is the case as it has been for so many years, why do so many leaders miss the subtle cues and clues that make mountains of difference in their decisions?
The last cost estimate of replacing an ineffective employee was 150% of their annual salary. Fast and deep are not always the same on the front end but deep always produces fast in the long run. Leadership and Culture are both a predictable science and an art.
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