Case Study
In fast-growing organisations, hiring decisions often carry enormous weight. When the pipeline is full and the business is gearing up for the next wave of opportunity, leaders can feel pressure to move quickly. In those moments, it is tempting to prioritise experience, technical performance, or revenue potential over something less tangible but far more powerful: culture.
A few years ago, we were supporting a rapidly expanding business to hire its next layer of talent. The executive team was energised. Opportunities were flowing. And into this momentum stepped a well-known “gun” business development executive from a direct competitor.
On paper, he was everything they wanted.
In the interview, he spoke confidently about bringing in substantial revenue. He knew the market. He knew the clients. He made bold promises about what he could deliver. For a team in growth mode, it was compelling.
But as the conversation unfolded, something started to feel off.
He spoke casually about poaching customers from his current employer.
He criticised their management openly.
He justified burning bridges as if it were simply part of doing business.
Around the table, you could feel the divide.
Some people saw the revenue potential.
A smaller group saw the cultural risk.
The debate was real. But ultimately, the short-term numbers won. He was hired.
Six months later, he was gone.
He left behind a dispirited sales team, fractured internal relationships, and disappointed customers. Not one of the promised gains materialised. Then he moved on to another competitor, where the pattern likely continued.
The financial cost was notable. The cultural cost was far greater.
And it reinforced a truth we see repeatedly in organisations of all sizes:
Values are not slogans. They are not posters in a foyer. They are not branding on a website. Values are a decision-making system.
If your organisation is not willing to use its values to make the hard calls, especially the uncomfortable ones, then they are not really values. They are aspirations. And once your people realise that, values lose their ability to shape behaviour, guide decisions, and create high-performing teams.
This is why hiring is culture-setting. Early hires do not simply fill roles. They become culture coders.
When an organisation chooses revenue over values, it sends a message louder than any town hall or strategy document:
Culture is negotiable. Performance is not.
Employees hear it. Customers feel it. Leaders eventually pay for it.
More Resources:
We explore this challenge in detail in our recent white paper, How to Align Purpose, Values, and Vision to Create a High-Performing Culture, where we outline why authenticity matters, why aspirational values fail, and how executive teams can close the gap between what they say and what they do.
If this story resonates; if your organisation is navigating cultural drift, misalignment, or the early signs of disengagement—our Organisational Culture Survey can help you diagnose what is really happening beneath the surface. Combined with leadership coaching and targeted interventions, we support organisations to realign purpose, strengthen culture, and rebuild the foundations for enduring performance.
Culture matters.
Far more than any short-term revenue promise ever will.
If you’d like a copy of the white paper or want to explore how Vitr can support your culture journey, we’d be happy to connect.
