The Secret Weapon for Hiring the Right People
by Jay Pullins
Building a strong company culture starts long before onboarding — it begins with who you hire, how you evaluate them, and what behaviors you intentionally reinforce throughout the hiring process.
At Academy Leadership, we often emphasize that leadership philosophies create consistency in expectations and behavior. One of the most effective ways organizations can avoid hiring technically strong but culturally disruptive employees is when hiring supervisors clearly communicate their own leadership philosophy during the interview process. When leaders communicate those expectations upfront during hiring, they reduce ambiguity and strengthen cultural alignment from the very beginning.
The interview should not simply focus on evaluating the candidate's qualifications. It should also help the candidate understand the culture, expectations, leadership style, and standards they are stepping into. This helps both parties, the hiring supervisor and the candidate, have a clear picture of whether the candidate is truly a good fit for the role and for the organization. They may decide in such a process that their potential future-supervisor's expectations or operating principles are an uncomfortable fit. Better to come to that realization earlier than later.
When leaders openly share their leadership philosophy, they provide candidates with a clear picture of:
- how accountability is handled,
- how communication occurs,
- what behaviors are valued,
- how conflict is addressed,
- how teams collaborate, and
- what leadership looks like inside the organization.
For example, a leader might explain:
"I believe in direct, respectful communication."
"I hold people accountable, but I also believe in coaching and development."
"I expect team members to take ownership and support one another."
"We value trust, initiative, and transparency on this team."
These conversations create clarity early and help both sides determine alignment before a hiring decision is made.
This approach also helps expose potential warning signs. A candidate who appears uncomfortable with accountability, collaboration, feedback, or communication standards may not thrive within the culture — regardless of technical expertise.
Too often, organizations ignore cultural warning signs because they become overly focused on experience, credentials, or immediate business needs. But culture problems usually reveal themselves long before the employee is hired.
Some commonly ignored warning signs include:
- Speaking negatively about previous teams or managers
- Prioritizing personal success over team success
- Demonstrating arrogance disguised as confidence
- Poor listening habits during interviews
- Resistance to feedback or accountability
- Showing little interest in the organization's values or people
- Focusing heavily on authority, control, or title
- Dismissing collaboration, coaching, or communication as unnecessary
Technical skills can often be developed. Character, humility, communication habits, and emotional intelligence are far more difficult to change.
Dustin Cooper, President of Delta Constructors, calls using his leadership philosophy as part of his hiring process his personal "secret weapon," a major tool for recruiting and building his strongest leadership team. "It has been a huge asset for me in many, many different ways." It clarifies for them, "This is exactly how to be successful here. Here's the road map." Dustin says, "It's been a game changer, especially in our business where finding great people is tough."
Strong cultures are protected intentionally. That means leaders must be willing to hire people who not only can perform the work, but who will positively influence the environment around them.
Ultimately, every hiring decision is a culture decision. Leaders who clearly communicate their philosophy, standards, and expectations during the interview process are far more likely to attract people who strengthen trust, accountability, communication, and long-term organizational success.
Ready to develop your leadership "secret weapon?" The Leader's Compass Workshop guides participants through creating their own leadership philosophy while increasing self-awareness and leadership effectiveness.
Originally Published June 2026
Jay Pullins has been leading and developing leaders in a variety of settings for 40 years. A 1989 graduate of the Air Force Academy, Jay led U.S. and multi-national teams for the Air Force, the North Atlantic Treaty Organization (NATO), NORAD, and the Alaska National Guard. He led combat crews in Operation Desert Storm, conflicts in Bosnia-Herzegovina and Kosovo, no-fly zones over Iraq, and counter-drug operations in Central and South America. Jay retired as a Lieutenant Colonel in 2011.
