Why you should never ask “Which company has the Best Culture ?”

For Leaders, the desire to foster a great work culture, and for us all to be a part of one, is a perfectly logical aspiration.

It’s not surprising then many people (especially those considering a job change) ask the same, seemingly pertinent question:

“Which company has the best culture?”

Periodically leaders might reflect on the culture of their organisation and – in an attempt to learn from others – pose the same question to gain insight in what their culture could be.  

In both cases, while the question may be asked with the right intention, it’s the wrong question to ask.

At Rutherford HR we like to challenge prevailing (and what we often see as ill thought out) norms. In this case we want to challenge the idea of a “best culture” and in the paragraphs that follow, offer alternative questions to gain improved insights.  

Defining “company culture”.

We can simply define company culture as "the way things are done around here", (for a primer take a look at our earlier article). Those things include how people behave and the organisation's underlying beliefs about what’s important for its success, its market and its stakeholders.

Culture is also embodied in the processes and systems that guide daily operations, as well as accepted routines and rituals within the physical and virtual workplace.

Together, these elements create a unique ‘recipe’ fabric that shapes an organisation’s focus, performance, behaviours, operating model and its brand and reputation.

Culture then forms a significant and very difficult to replicate source of competitive advantage and something of an invisible ‘glue’ that binds (or doesn’t) people together.

‍So, if that’s the definition, why asking about the ‘best culture’ the wrong question.

To put it simply, the “best” culture varies from person to person, and from company to company; it’s a matter of preference and aspiration.

There’s no universal truth about what constitutes the "best" culture because there are many successful organisations with distinct cultures. For instance, two organisations in the same industry could conceivably both have healthy cultures, but they couldn’t be more different. Look at Apple and Microsoft, both hugely successful technology companies, both with similar heritage, both competing in a range  similar products and markets but both very different (and if you can gain an insight) you’ll find that they have very different cultures (to the extent that being successful in one may mean that you’re not going to be successful in the other.

Both Apple and Microsoft clearly have strong cultures, but – at the individual level – which one is best will depend on your individual preferences, personality, beliefs, career stage, personal values.

For most of us, thoughts on culture mainly occur when we are looking to change employer. Finding an employer for which you are a ‘cultural fit’ is a highly relevant consideration as you go through that process.

Hopefully, leaders of organisation reflect more frequently on the culture they have (actually that they – in part -have created) and how this might need to evolve such that it serves the organisation well and attracts and retains the people it needs to succeed.

If trying to understand which companies have the best culture is less efficient – what then to ask. Depending on your situation, here are some questions you might want to try instead.

1.     Individuals considering job change

“What’s the best workplace culture for me?”

Instead of “which company has the best culture” explore “what’s the best workplace culture for me?”. This question comes with more specific considerations (which we’re about to cover), all of which require strong self-awareness.  

Gaining this self-awareness often requires experience, which is why early in one's career, it might be challenging to define cultural preferences. A person might work in several jobs and organisations before they can clarify what they truly value in a workplace.

‍“How adaptable and flexible am I willing to be?”

Some individuals are highly adaptable and can easily adjust to the prevailing culture of an organisation, thriving in almost any environment. On the other hand, those less willing or able to assimilate are likely to struggle unless the workplace culture is a good match for their preferences.

At points in a career, you might know want a challenge by choosing a workplace with a culture that might initially test you personally and professionally. The “best” culture depends on what you’re looking for.

“What are my behavioural preferences?”

Behavioural preferences significantly impact an individual's culture compatibility. For instance, if someone prefers a lively, collaborative environment with a sense of humour and a strong work ethic, they might underperform in an individualistic and competitive setting. It’s not that they’re not motivated or good at their job, it’s simply not the best fit because those elements don’t align with their behavioural preferences.

In exploring behavioural preferences, an individual might consider whether they favour:

• Collaboration or independence.
• Formal or informal communication.
• Flexibility or structure.
• Innovation or consistency.
• Autonomy or supervision.
• A more or less competitive environment.

Of course, it’s not as binary as that, but most people will lean more in one direction. Knowing your personal preferences, and comparing these against an organisation’s workplace culture, will help you find cultural alignment.

“What are my personal beliefs? And do these align with an organisation’s actions?”

A person with strong personal beliefs (such as social justice or environmental considerations) might seek an organisation that aligns with their values. The alignment — or lack thereof — between an individual's values and a company's actions and processes can affect job satisfaction and engagement, and influence workplace behaviour.

Additionally, it's crucial to pinpoint whether company values are genuinely embodied or just written on an organisation's website. While a company might seem to uphold certain standards, reality can reveal a misalignment between professed values and actual company behaviours.

‍How can I get an understanding of a potential employees during the recruitment cycle?

Candidates should move beyond the surface-level questions, "tell me about the culture/ business/ team,” which will only provide surface-level insights. Instead, ask interviews specific questions that reveal more about the day-to-day cultural realities, including questions that illustrate what behaviours are valued in the organisation (such that you can match them with your personal preferences), for example:

• "What do you enjoy about working here?"
• "Can you tell me about the roles' performance expectations?"
• "When did you last provide positive recognition, and what was it for?"
• “Does your team tend to collaborate or work independently?”
• Who are the best performers that you work with, what do they do that differentiates them?
• If the person who gets this role is blowing the lights out in 6 months, what are they doing?

Questions like these provide insights into team dynamics and company culture and uncover the subtle, often unspoken aspects of how that culture plays out in everyday interactions and practices that you won’t learn if you ask more direct questions

2.     Questions for leaders

"Which is the best culture?" overlooks the fact that what works for one organisation may not be suitable for another. In truth, an organisation’s culture should be tailored to its mission and strategy, and leaders must determine the culture needed to effectively execute the strategy.

When it comes to the "right" culture from a company's/ leader’s perspective, we recommend you consider four fundamental questions (and gain the opinions of colleagues to help round out your view):

1. “What are we here to do?”
2. “How do we do things around here to achieve that?”
3. “How do we do things around here that don’t help us achieve that?”
4. “What could we do around here to achieve that?”

The answers help determine the culture a company needs to cultivate to succeed. When exploring these questions, others naturally arise for consideration — mostly around the relationship between culture and strategy.

‍“Is our culture simply a by-product of our operations?”

Every organisation and institution will have a culture. For the majority these have been subconsciously ‘developed’, the behaviours processes, systems, routines and rituals have evolved without clear direction as operational issues – systems and processes – and beliefs on the organisation and its market have evolved.

Instead, organisations should carefully consider and actively shape the culture they want to foster. This starts by acknowledging the interconnectedness of culture and strategy, rather than seeing them as isolated business artifacts. You can find more on techniques to create a more deliberate alignment between culture and strategy in our earlier post.

‍“How can we ensure our culture supports our strategy?”

Aligning how things are done (culture) with the organisational objectives (strategy) ensures the culture actively supports and facilitates the company’s strategic goals. Under pressure, the alignment of culture and strategy becomes crucial. A strong organisational culture is so incredibly powerful, it even has the potential to sustain a company when strategic plans are less optimal.

This resilience stems from the connection, behaviours, and workarounds that a cohesive culture fosters. In essence, the actions of the people within an organisation and how they execute these actions are pivotal to success. This includes how they compensate for gaps in processes, tools, systems, policies, etc, which can lead to successful outcomes despite operational, budgeting, or marketing challenges.

‍“Do our recruitment processes add to our cultural goals?”

Each new employee alters the “recipe” of an organisation, which could be positive or negative. The impact varies based on the individual’s role, seniority, and the size of the company.

That’s why recruitment processes should consider how each candidate could influence and drive the culture in the intended direction as a part of hiring due diligence.

If your organisation thrives on spontaneous meetings and regular innovations, a person who needs consistency and formal communications might not be the best cultural fit, even if their skills and experience are ideal. This approach ensures that the workforce is aligned with the organisation’s cultural objectives.

‍A case study

Several years ago, a company we worked with was intensely focused on products, and product sales. In the face of growing competitive pressures and realising that customer loyalty couldn't be achieved through product excellence alone, they embarked on a cultural transformation.

One part of this transition involved recruiting professionals who prioritised customer relationships — individuals who were not a ‘typical fit’ for the existing culture. New hires were explicitly told they might not fit in and were encouraged not to assimilate entirely.

Highlighting what’s possible when culture and strategy are aligned, the result was profoundly beneficial. As one of several initiatives, hiring individuals passionate about the customer understanding their different perspectives and encouraging them to operate differently to the prevailing norms - it was able to support its shift in focus to a robust customer focus. This change improved customer outcomes while fostering loyalty and enhancing competitive marketplace positioning.

Final thoughts on the quest for the best.

The quest for the "best" company culture is a misguided one. Instead of seeking a one-size-fits-all answer, organisations and individuals should focus on finding the culture that best aligns with their specific needs and goals.

At Rutherford HR, we advocate for a tailored approach to workplace culture, emphasising the importance of alignment and fulfilment. By understanding and defining the unique elements that contribute to their ideal culture, companies and employees can achieve greater satisfaction and success. Ultimately, a well-aligned culture supports an organisation’s mission, enhances employee engagement, and drives overall success.

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We’ll help you ask the right questions.

And even help you find the answers.

Shaping, or reshaping, your organisation’s culture is a huge undertaking, and it starts by asking the right questions. Contact us to pinpoint the ideal culture for your company and then explore people and culture strategies you can engage to get there.

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