Cultural Fit versus Cultural Fit

There is a remark on hiring I’ve heard quite a few times recently. It’s about sending a rejection message to a candidate. It goes along the lines: “Just don’t tell them that they’re not a good fit for the culture. That’s bullshit. That means nothing.”

A Bad Fit

I can’t say that such a remark lands well with me. I do, however, understand where it is coming from. As the industry, we started paying attention to the culture. It’s on our radars. We may have only a vague understanding of what organizational culture is but it is already a part of the discourse. This vagueness of understanding of the concept actually comes handy when there’s no tangible reason to reject a candidate but we still somehow didn’t like them.

They are a bad cultural fit.

Whatever that means.

See, the problem I have with many of these statements is that they’re used as a bludgeon without much thought invested to why “we didn’t like” a candidate. Because of that we often throw the baby out with the bathwater.

A Good Fit versus Likability

When hearing about lack of cultural fit I often follow up ask what it means that a candidate wasn’t a good cultural match. The answer, most often, is something like “that’s a person we wouldn’t get on well with”, or “that’s not a person I’d like to hang out with”, or “it’s not my kind of a person”. These boil down to how likable a candidate is for an assessing person.

The problem is that likability is a terrible way of assessing cultural fit. Not only is it not helpful, but it is also counterproductive.

If we chose likability as our guiding principle to judge cultural match we would end up with a group of people similar to each other. They’d have similar interests, many shared views and beliefs, etc. We would be building a very homogeneous culture. An echo chamber.

Sure, there wouldn’t be much conflict in such a group. There wouldn’t be much creative thinking either. There would be premature convergence of the ideas, little scrutiny, few alternative options would be explored.

If we consider knowledge workers such a team would have appalling performance. Thus my problem with such a shallow understanding of cultural fit.

Shared Values, Diverse Perspectives

So what is an alternative? How to define cultural fit in a way that would yield a high performing team? General guidance would be to optimize for representation of different, diverse points of view while creating an environment where people are encouraged to contribute.

These two ingredients—diversity and enabling environment—balance each other in a way.

We want diversity to have an option to learn about other, non-obvious ideas. Such ideas won’t come from people similar to ourselves. We thus want to have a range of different people in a team. And when I say “different”, I think of different walks of life, different experiences, different beliefs, different preferences, different characters, etc. This might be translated to maximizing diversity.

However, diversity for the diversity sake is not the way to go. This is exactly where the second part kicks in. We want to sustain an environment where people share their diverse opinions, and not simply have them. For that to happen we need to have a common base that encourages people to feel comfortable enough to contribute.

That common base is a set of shared values. I won’t give you a list as I don’t believe there’s the way. There are many ways to build such an enabling environment. There are, of course, usual suspects: respect for people, emotional safety, or autonomy, just to mention few. The important part is that such a set of shared values provides an informal, and typically implicit, contract that makes it safe to contribute.

Cultural Fit

With that founding principle, the definition of a cultural fit would be very different. A good match would mean that we share core values but beyond that, a candidate is as different from current team members as possible.

This means that friction will happen. Conflict too. Not everyone will feel comfortable all the time and not everyone will be getting on well with everyone else.

This means that when we decide there isn’t a good fit we may come up with a much more tangible explanation why. It is because we don’t share values—e.g. we perceive a candidate as disrespectful—or we don’t sense any aspect in which a candidate would stretch diversity of the team in one of the desired dimensions.

Note: not all dimensions of diversity are equal. There’s little, if any, value in my experience as a sailor in the context of product development. There’s more value in, say, cognitive studies that someone else went through. That’s why I add a quantifier “in the desired dimension” next to “diversity”.

Some time ago at Lunar Logic, we rejected a candidate for a software developer role whose focus was purely on their technical skills. There’s nothing wrong in that of course unless this is the only dimension a candidate uses to look at themselves and at others. There was some mismatch in shared values, e.g. little understanding and appreciation for teamwork and collaboration. We didn’t see much diversity that they would add to the mix either—we already have quite a bunch of excellent developers.

Interestingly, the decision was made despite the fact that we liked the candidate and were getting on well with them. That’s a complete opposite of what a naive approach to cultural fit would suggest us to do.

We believe that we are better off with that decision. More importantly, we believe that the candidate will be better off too. As long as they find a company where there’s a better overlap in shared values not will they contribute more but will also be appreciated better.