Motivation/Culture

Motivation begins with cultural fit.

  1. Recruiting: Companies have a hard time finding the right person
  2. Retention: If they have the right person, oftentimes they have a hard time keeping them.
  3. Mediocre Performance: The person they like, who is easy to retain, does not perform to expectations.

Companies usually solve these problems separately, but a combined synergistic approach works best and is most economical. If a company only solves for one problem, the other 2 issues eat away at the solution and dilutes its impact, which reduces the return on project cost. The ROI on solving one problem is less than a holistic solution’s ROI. Using an in3 example:

  • A company with $10M in EBITDA, has 25 management employees. installation of the 3-Gap framework improves EBITDA to $11,172,000, a gain of 12%. Project ROI is 838%. (see the ‘About in3 dropdown for a further explanation)

Investment in a new selection test, or a retention program does not have the same impact as a people system.

Download Culture Model Introduction PDF

Cultural fit at a glance

Value Proposition:

The candidate that has organization ‘fit’ returns greater ROI than one that does not.

Why?

Mindset fit is the foundation of engagement. inSIGHT shows whether a new executive fits an organization’s unique culture—are they a good or bad investment. It predicts integration problems and helps solve them in a way that fits the culture.

Strategic Context:

Culture fit is the most crucial factor, albeit unseen, in successful hires. Many companies use tools which focus on culture traits or personality tests not designed for culture. intools type culture and show candidate’s fit to type, thus enabling better decisions, because types subsume a broad suite of associated traits.

We Observe 1:

We observe that people can be successful at one company and fail at another—because they fit one culture and not the other.

We Observe 2:

Cultures differ, what motivates in one culture will not motivate in another. Defining ‘Why’ cultures do what they do enables fit. Fit drives motivation. Motivation drives performance. (S. Sinek-Start with Why). Leadership can be enamored with a wrong candidate because their personality is attractive, or they possess strengths which leadership perceives as organizational weaknesses. To hire for these reasons would be a wasted investment if the candidate did not ‘Fit’ culture and became demotivated.

Customer Value Gap:

Cost to identify culture factors is insignificant compared to the cost of an executive hire who does not fit the culture.

Strategy Execution:

Will people do what we want them to do? Do our inherent values and mindset inspire or handicap? Are we playing to our strengths, or will we be working against weaknesses?

Whom do we need?

What kind of person do we need to make things happen?

Will they fit with us?

Will people fit in my business? How can I know if they will work with us or work against us? What do I need in terms of the core of the right person?

Trust—will things unfold as we hope?

Does a person share our values and share our mindset? Will that person do what they say they are going to do—in the way we expect them to do it?