I was contacted by a recruiter for an interview at Lutron. She mentioned upfront that the hiring manager was highly selective, focusing intensely on finding a strong "personality fit." In preparation, she shared sample questions used with previous candidates, which primarily emphasized teamwork—a sensible focus, given that the role would involve both mentoring junior team members and supporting senior staff in a mid-level creative capacity. After several rounds of detailed emails with the recruiter, describing my experience and approach, I had a 45-minute video interview with the hiring manager. The conversation felt productive: we delved into my experience with long-term client relationships, brand stewardship, and my commitment to open communication to facilitate teamwork and cross-departmental collaboration. The manager was open about internal changes at Lutron, and we discussed how my collaborative approach could support the team’s current goals. She acknowledged my thoughtful questions, and I left the conversation feeling positive. However, the following day, the recruiter informed me that I was deemed “not a good fit as a team player” based on some of my responses, which, it was suggested, implied a preference for independent work over team collaboration. I found this feedback surprising, as my responses had been intended to highlight my adaptability and support for team-oriented goals. It left me questioning whether the recruiter’s challenges in finding candidates may stem from a potential misalignment in how “team player” qualities are interpreted in this hiring process.