John Kaplan shares a hard-learned lesson: people who best integrate into new cultures first learn to "be the same" before showcasing their unique differences. Trying to impose your old ways or stand out immediately can alienate you from the team you're trying to join.
Related Insights
Transitioning to management is like moving to a foreign country; your identity, skills, and sources of fulfillment all shift. Success requires adapting to this new reality. Trying to operate with your old expert mindset will lead to frustration and feeling lost.
Prioritizing a candidate's skills ('capacity') over their fit with the team ('chemistry') is a mistake. To scale culture successfully, focus on hiring people who will get along with their colleagues. The ability to collaborate and integrate is more critical for long-term success than a perfect resume.
In a collaborative sales environment, a candidate's ability to be a good teammate is more valuable than their contact list. A difficult personality with a great rolodex can harm team productivity, whereas a collaborative person can be supported in building their own network.
Hiring for "cultural fit" can lead to homogenous teams and groupthink. Instead, leaders should seek a "cultural complement"—candidates who align with core values but bring different perspectives and experiences, creating a richer and more innovative team alchemy.
An executive who moved from Chicago to Tokyo felt like an imposter and considered changing his leadership style. The best advice he received was the opposite: lean in *more* to who you are. Authenticity is a universal language that transcends cultural and professional barriers.
Zingerman's deli fosters strong community by asking new hires for their personal stories, not by forcing assimilation. Research shows this approach, focusing on what makes an individual stand out, improves performance and halves the likelihood of quitting within six months.
Roy Ratneville attributes his rapid career ascent to embracing socially uncomfortable situations, like learning corporate etiquette at dinners or traveling to small towns where he was an outsider. By not retreating to familiarity, he quickly learned the unwritten rules of Canadian business culture, accelerating his integration and success.
When transitioning between companies, even within the same industry, don't assume shared vocabulary. At Pinterest, the speaker found Facebook's ad terminology (e.g., "pacing") differed from Google's ("budget throttle"). Effective leadership requires first acclimatizing to the new environment's language.
Counterintuitive advice for a new executive is to first focus on listening, learning, and building relationships rather than rushing to make an impact. This avoids "change for change's sake" and ensures new initiatives are culturally aligned and well-informed.
Beyond the standard offer letter, managers should tell new hires what unique qualities made them stand out in the hiring process. This simple act establishes their value, sets their identity within the team, and boosts motivation from day one. It's never too late to do this.
