“Hire for attitude, train for skills” can be useful advice, but only up to a point.
A person still needs the baseline knowledge and ability required for the role. You would not place someone in a specialized position simply because they are likable and enthusiastic. At the same time, a candidate who checks every technical box may still struggle if they avoid accountability, resist feedback, or work in ways that conflict with the organization’s values.
The challenge is finding that balance without letting “culture fit” become another way of saying, “This person feels familiar to us.”
I think this is especially easy in a small or midsize organization. An owner or senior leader meets a candidate who communicates similarly, shares a familiar background, or approaches problems from the same angle. The conversation feels natural, and that comfort can be mistaken for fit.
Over time, a company can become more alike than anyone intended. People agree quickly because they notice the same things and solve problems in similar ways. Important questions go unasked, and the organization misses out on perspectives that could make the work better.
Instead of asking whether someone fits the culture, I would begin by identifying the values and behaviors that actually matter. Do people keep their commitments? Can they adapt when conditions change? Are they willing to learn? Can they receive feedback and work productively with people whose styles differ from their own?
Then look for evidence. Ask candidates to describe a time they received difficult feedback, recovered from a mistake, navigated a disagreement, or learned something outside their comfort zone. A pleasant interview is not enough to tell you how someone will respond when the work becomes difficult.
One hiring lens I find useful comes from Traction by Gino Wickman: Do they get it? Do they want it? Are they capable of it? Those questions help assess understanding, motivation, and ability. I would add one more: Is there evidence that this person can act in alignment with our values?
The best candidate may not do every part of the job perfectly on day one. Look for someone with the necessary foundation, a willingness to grow, and a way of working that strengthens the organization without requiring them to become another version of the people already there.
Build a team with shared values and different strengths
DiSC® helps people understand and work more effectively with colleagues who approach communication, decisions, and problems differently. If your organization wants to make better use of those differences, let’s explore what that could look like for your team.