The ideal cultural fit guarantees an ideal match between corporate culture, value systems and leadership culture and the candidate’s personality profile.
This personality profile is made up of levels that build on each other, including intrinsic motivation and life motives, which are largely stable over time and accompany people throughout their lives. Further defining characteristics include personal value systems and the psychometric strengths profile. These behave dynamically over time and develop analogously to the environment and the particular life situation. The associated behavioural characteristics such as leadership, management and sales skills form the basis of a leader’s sustainable success. These will reinforce each other even more in situations where motivation and behaviour patterns are highly congruent. Essential for a perfect cultural fit is the mutual understanding of value systems, norms and imprints. The essential values form the basis for every successful top manager and are driven by trust, responsibility, respect, integrity, sustainability, courage and humility. This is the basis for an excellent cultural fit, because every definition of culture includes values and value systems.
Two matches can basically be identified: the supplementary fit, which indicates the degree of alignment between the person and the company with regard to common values or attitudes, and the complementary fit, which exists when the candidate and the company complement each other in terms of desired value systems and the associated behavioural characteristics. The candidate has qualities which a company doesn’t yet possess to a sufficient degree or needs for certain company phases, projects in change management or post-merger integrations.
Two things are needed to capture a cultural fit and identify an ideal fit: Management and leadership experience, profound industry know-how, professional methodological skill with regard todiagnostics and direct search are absolutely essential and are qualities which the executive profiler will contribute. This will lay the foundation for a cultural due diligence in which the corporate culture with all its facets is rendered transparent.
The second, even more important factor is the willingness of the company to open itself up to this process, because otherwise the corporate culture will remain in a kind of “black box”.
Dirk Aaron Bohl / Executive Profiler