Building Team Culture

Inputs

Minimum required

• Team context: function, size, seniority mix, reporting line, stage (startup/scale/enterprise)
• Working model: remote/hybrid/in-office; time zones; any planned org changes
• Current symptoms with 2–5 examples (e.g., slow decisions, blame, low ownership, stagnation)
• Desired outcomes: what should be more true in 4–12 weeks?
• Constraints: timeline, leadership support, meeting/time budget, “non-negotiables”
• Existing artifacts (if any): values, handbook, onboarding, meeting cadences, principles
• Confidentiality constraints (avoid names/PII; use anonymized examples)

Missing-info strategy

• Ask up to 5 questions from references/INTAKE.md (3–5 at a time).
• If specifics are missing, proceed with a default culture OS and clearly label assumptions.
• Do not request secrets or personally identifying details; ask for redacted summaries instead.

Outputs (deliverables)

Produce a Team Culture Operating System Pack in Markdown (in-chat; or as files if requested):

1. Culture snapshot (what’s true today; strengths/gaps; root causes; “sacred cows”)
2. Culture code (v1) (3–7 principles, each with behaviors, “do/don’t”, decision rules, anti-patterns)
3. Team norms (communication, meetings, decisions, feedback, conflict)
4. Rituals & cadence map (weekly/monthly/quarterly rituals with purpose + owner)
5. Rollout + reinforcement plan (socialization, coaching model, hiring/onboarding hooks)
6. Measurement plan (leading indicators + pulse questions)
7. Risks / Open questions / Next steps (always)

Templates: references/TEMPLATES.md
Expanded guidance: references/WORKFLOW.md

Workflow (7 steps)

1) Intake + constraints + safety

• Inputs: user context; references/INTAKE.md.
• Actions: Confirm goals, constraints, and what must not change. Identify whether the request includes HR/legal risk; if yes, pause and recommend HR/legal involvement. Clarify what artifacts the user wants (culture code only vs full pack).
• Outputs: Context snapshot + assumptions/unknowns list.
• Checks: Decision owner and timeline are explicit; sensitive topics are routed appropriately.

2) “Listen first”: build a culture snapshot (don’t invent culture yet)

• Inputs: current symptoms; existing artifacts; any examples the user can share.
• Actions: Summarize what the culture rewards/punishes today. Propose a lightweight “listening tour” plan (questions + who to talk to) if the user hasn’t collected input yet.
• Outputs: Draft culture snapshot (strengths, gaps, root causes, tensions, sacred cows).
• Checks: Snapshot is evidence-based (examples), not generic; it distinguishes stated vs lived culture.

3) Diagnose the few moves that matter

• Inputs: culture snapshot.
• Actions: Pick 2–4 priority culture shifts. Identify where “stagnation” exists (lack of visible progress/ambition) and what to change to increase creativity and customer impact. List sacred cows to challenge (and why).
• Outputs: Prioritized culture focus areas + success signals.
• Checks: Each focus area has a leading indicator (observable behaviors within weeks).

4) Articulate culture as an operating system (culture code v1)

• Inputs: focus areas; existing values; constraints.
• Actions: Write 3–7 principles. For each: definition, behaviors, do/don’t, decision rules, and anti-patterns. Prefer articulating what already works and making gaps explicit.
• Outputs: Culture code (v1) using references/TEMPLATES.md.
• Checks: Every principle has behavior-level examples; “culture fit” language is replaced with observable standards.

5) Turn principles into norms + rituals (make it real)

• Inputs: culture code (v1); team operating reality.
• Actions: Define explicit norms (communication, meetings, decisions, feedback, conflict). Design rituals that reinforce principles (e.g., weekly customer-impact demo, blameless retro, coaching 1:1s). Assign owners and cadences.
• Outputs: Team norms + rituals/cadence map.
• Checks: Rituals have a purpose and an owner; norms reduce ambiguity in common failure modes.

6) Reinforcement plan (coaching > policing)

• Inputs: culture code + norms + rituals.
• Actions: Design how the culture will be taught and reinforced: onboarding, hiring signals, promotion expectations, and a lightweight coaching model (peer or craft coaches, not just managers).
• Outputs: Rollout + reinforcement plan (with a 30/60/90-day view).
• Checks: Reinforcement mechanisms exist beyond “announce the doc”; responsibilities are assigned.

7) Quality gate + finalize

• Inputs: full draft pack.
• Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Add Risks / Open questions / Next steps. Recommend the smallest next experiment (1–2 rituals or norms) to validate impact.
• Outputs: Final Team Culture Operating System Pack.
• Checks: Pack is actionable and internally consistent; tradeoffs and risks are explicit.

Quality gate (required)

• Use references/CHECKLISTS.md and references/RUBRIC.md.
• Always include: Risks, Open questions, Next steps.

Examples

Example 1 (new leader, listen-first): “I’m a new Head of Product joining a remote team of 14. Culture feels low-trust and decisions are slow. Create a culture snapshot, a culture code, and explicit decision-making + meeting norms. Include a 30/60/90 rollout and measurement plan.”
Expected: full pack with clear norms and rituals; no generic values.

Example 2 (scaling + coaching culture): “We’re growing from 8 → 25. I want to preserve high ownership while adding more coordination. Draft a culture code and a coaching model, plus rituals that keep ambition and creativity high.”
Expected: principles + behaviors, coaching model, rituals/cadence map.

Boundary example: “We have a harassment complaint and need to ‘fix our culture’ immediately.”
Response: direct to HR/legal for investigation and safety; offer to help later with culture articulation, norms, and reinforcement once appropriate.