If you haven’t already figured it out, leaders wear lot of hats. Sometimes it’s difficult to determine which hat we should be wearing and which is the most important in the moment.

Due to several team transitions, I’ve spent a lot of time recently wearing the “hiring hat.” For me, the hiring hat is the one that I take most seriously. More than any other hat I wear, I believe that this one is more important than any of the others. The decisions around hiring the right person have long-lasting impact. Those decisions not only affect me, but also have the potential to dramatically impact the rest of the team as well.

I believe that the person you hire has the ability to enhance or detract from the existing culture. I am constantly aware that this person, when added to the existing combination of team members, has the power to help shape the future culture of the team. I’ve seen the right person come in and fit right into the existing culture. I’ve seen others step into the existing culture and quickly further shape and improve it. And I’ve also seen the wrong person, when joining a team, has the ability to taint the existing culture and detract from the culture that exists.

Here are a few things I do to ensure that the people I hire are reinforcing and improving the existing culture.

1. Involve other team members in the hiring process.

This is critical for a few reasons. One … I have blind spots. Sometimes I am seeing some things and ignoring others. I’ve found that fiercely loyal team members care passionately about the existing culture and protect it fiercely. They see things that I don’t. In addition, I want to hire people with which others are excited to work. If team members are neutral, I’ve found this person isn’t likely going to add to and contribute toward the culture. Hires that team members are excited about typically bring something to the table that will make the team better.

2. One question I consistently ask … “how will this person make our team better.”

I’m looking for team members that will make our collective team better. What will this new hire add to the culture of the team? What experience or skills do they have that the rest of team doesn’t? How can they add to our collective skill set? Are these folks “cookie cutter” versions of our existing team members or is there something unique about them that will make us better as a team.

3. Are they problem oriented or solution oriented?

This one takes a bit more finesse to uncover. I try to ask questions to identify if the person is constantly identifying the problems that surround the work we do or are they defaulting to providing solutions? Positive culture carriers look for solutions rather than consistently identifying problems. Problems consistently arise in the work we do. Positive contributors to our culture identify those problems but are already looking for solutions. This positive mindset and “get ‘er done” attitude shapes the culture of the team.

I believe that the most important role that leaders play in their teams is the culture that they create. Creating culture isn’t random and haphazard. It requires intentionality. And one of the most intentional ways we, as leaders, create culture is through the individuals we invite to join our teams.

How do shape culture by the people you hire? I’d love to know your approach and what you’ve learned along the way!