Hire (and Fire) for Culture.

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Then in the Fall of 2001, the now-famous collapse of Enron was complete. An article documenting their downfall states that “Enron’s leadership fooled regulators with fake holdings and off-the-books accounting practices.” Practices hardly consistent with their stated values.

That’s why if you want to build a culture where winning behaviors aligned with your values are recognized and most importantly, replicated, you need to memorialize them and make them visible when you see them happening…consistently.

First, start by deciding which winning behaviors align with your values. For example, do you value innovation? Learning? Teamwork? Fanatical customer service?

Next, make sure you and your team have a mechanism to call these behaviors out and make them visible when they happen. For example, call them out on an internal social network like Slack (even with a dedicated channel) or at regular company or team meetings to drive the positive reinforcement you’re after. But remember, superlatives like “Great job!” or “Amazing work!” aren’t helpful. Be specific! Call out the specific behaviors and the outcome they drove. The more specific you can be about the behavior and its value in your business, the easier it will be for others to replicate it.



Infusing company culture into your hiring process is not only greece telegram data a great way to attract like-minded talent with long-term compatibility, but it’s also a key way to identify and weed out toxic elements. In other words, hiring for culture not only improves performance and also reduces downside.

Some of the best organizations and leaders have stories of letting even their top-performing team members go because of the detrimental effect they were having on the culture.

A Harvard Business School study of 60,000+ employees found that keeping toxic workers within the workplace significantly decreases the productivity and profitability of entire teams with:

80% of employees reporting lost work time due to worry of offending the toxic employee’s rudeness
66% of employees reporting decreased performance
38% of employees reporting an intentional decrease in their quality of work
12% of employees leaving their jobs due to uncivil treatment.
Additionally, researchers found that one top performer who works in line with company values drives more than $5,300 in cost savings, whereas, avoiding a toxic hire or firing a toxic employee drives $12,500 in cost savings.