Culture Fit vs. Culture Add: What Boards Should Really Be Hiring For

“If you always hire people who think like you, you’ll always get what you’ve already got.”

In boardrooms across the UK and globally, one phrase continues to echo through hiring conversations: “Are they a good culture fit?” It’s a well-intentioned question, but one that may be quietly undermining the very progress boards are striving to make.

As leadership teams face increasing pressure to drive innovation, improve diversity, and future-proof their organisations, it’s time to reframe the conversation. The real question boards should be asking is: “What culture do we need to build next—and who can help us get there?”

The Problem with “Culture Fit”

Hiring for culture fit often means hiring for comfort. It’s about finding someone who blends in, who “gets us,” who won’t rock the boat. But in a world where disruption is the norm and transformation is constant, blending in is no longer a competitive advantage.

Culture fit can unintentionally become a proxy for sameness—replicating existing norms, perspectives, and leadership styles. This can lead to:

• Groupthink at the top
• Stagnation in innovation
• Missed opportunities for inclusion and growth

In fact, research shows that only 11% of organisations feel “very prepared” to build inclusive leadership teams—a clear signal that many boards are still hiring for familiarity rather than future-readiness.

Enter: Culture Add

Culture add shifts the lens. It asks: What unique perspective, background, or capability does this person bring that we don’t already have? It’s about complementing the existing culture, not cloning it.

Boards that hire for culture add are:

• Future-focused: They anticipate the skills and mindsets needed for tomorrow’s challenges.
• Strategically diverse: They build leadership teams that reflect a broader range of experiences and insights.
• More resilient: They benefit from cognitive diversity, which has been shown to improve decision-making and performance.

Consider this: companies with diverse executive teams are 33% more likely to outperform their peers on profitability. That’s not just a moral imperative—it’s a commercial one.

What This Means for Board-Level Hiring

As a partner at Page Executive, I’ve seen first-hand how transformative this shift can be. The most forward-thinking boards are no longer just looking for alignment—they’re looking for constructive friction. They want leaders who challenge respectfully, think differently, and bring something new to the table.

Here’s how boards can operationalise this mindset:

1. Redefine the Brief

Move beyond the traditional competency matrix. Ask: What perspectives are missing from this board? What challenges are on the horizon that require new thinking?

2. Interrogate “Fit”

When someone is ruled out for not being a “fit,” dig deeper. Is it truly about values misalignment—or just unfamiliarity? Studies show that hiring for “gut feel” often reinforces unconscious bias, favouring those who look, think, or act like existing leaders.

3. Champion Inclusive Search

Partner with executive search firms that challenge bias, expand networks, and present candidates who may not tick every traditional box—but bring high potential for culture add.

4. Measure What Matters

Track the impact of diverse appointments—not just demographically, but in terms of board dynamics, innovation, and strategic outcomes. Teams with greater cognitive diversity have been shown to solve problems faster and more creatively.

The Bottom Line

Boards are stewards of long-term value. That means hiring not just for who fits today, but for who can help shape tomorrow. Culture fit may feel safe—but culture add is where transformation begins.

As you consider your next board appointment, ask yourself: Are we hiring to preserve the past—or to build the future?