The Right Fit shows leaders how to build thriving teams by treating culture, hiring, development, and retention as one intentional, human-centered journey. Why was this an important book for you to write? 

Writing my book The Right Fit was super important because these core elements are the backbone of any successful organization. Here’s why it matters so much:

1. Culture Shapes Everything

• A strong, intentional culture drives engagement, innovation, and retention.
• Many companies struggle because their culture is reactive rather than designed. The Right Fit can help leaders create cultures that align with values and strategy.

2. Hiring Determines Success

• The right people amplify culture; the wrong hires erode it.
• In today’s competitive talent market, hiring isn’t just about skills—it’s about fit, adaptability, and growth potential. The Right Fit can provide frameworks for smarter, values-driven hiring.

3. Development Fuels Growth

• Employees/Teammates want more than a paycheck—they want growth. Development programs are key to retention and performance.
• Insights from the informal leaders can help organizations build continuous learning environments that prepare teams for future challenges.

You emphasize intention and care throughout the employee journey. How can leaders practice this consistently under pressure?

Practicing intention and care under pressure is one of the hardest leadership challenges, but it’s also what separates good leaders from exceptional ones.  

This means embedding principles into every stage of the lifecycle—from recruitment to exit. 

Here’s a structured approach:

1. Recruitment & Hiring

• Intentional Action: Define clear values and cultural fit criteria before interviews.
• Care in Practice: Communicate transparently about expectations, growth opportunities, and company culture.

2. Onboarding

• Intentional Action: Create a structured onboarding plan that connects new hires to purpose and people.
• Care in Practice: Assign mentors or buddies to make the transition smooth and personal.

3. Development & Growth

• Intentional Action: Regularly review career goals and align them with organizational needs.
• Care in Practice: Offer personalized learning paths and feedback that focuses on strengths and aspirations.

4. Performance & Recognition

• Intentional Action: Use fair, consistent evaluation systems tied to values—not just metrics.
• Care in Practice: Recognize contributions publicly and privately; celebrate progress, not just outcomes.

5. Wellness & Inclusion

• Intentional Action: Build policies that support mental health, flexibility, and belonging.
• Care in Practice: Check in on workload and well-being regularly, not just during crises.

6. Offboarding

• Intentional Action: Treat departures as part of the journey—conduct meaningful exit interviews.
• Care in Practice: Express gratitude and maintain alumni connections.

Inclusion and employee wellness feel deeply personal in your writing. What experiences shaped that perspective for you?

That’s a powerful and reflective question.  I have personal experiences which enable me to articulate my points and share examples.  I have seen inclusion done well and I have seen it executed poorly—and how it has impacted multiple people (me included). I have also witnessed burnout, stress, or lack of wellness in teams and myself.

If a leader could only take one small action after reading The Right Fit, what would you most hope they do differently tomorrow?​

If a leader could only take one small action after reading my book, I would hope they pause before their next hiring or development decision; and ask one intentional question:

“Does this choice strengthen our culture and support the person behind the role?”

That single question shifts the mindset from filling a position or checking a box to building alignment and caring for people as humans, not just resources. It’s a small act, but it creates a ripple effect:

• Hiring becomes about values and potential, not just skills.
• Development plans become personalized, not generic.
• Culture becomes intentional, not accidental.

Author Links: Isaac Johnson Consulting | Amazon