Company culture is often described as some intangible, invisible force that somehow determines long-term organisational success. 

Globally, companies are investing obscene amounts of money in values workshops, strategic planning and management away days – all in an effort to “transform culture”. And then, months later, cannot figure out what went wrong and why none of the plans everyone worked so hard on designing, just fell apart.

The answer is simple: plans mean nothing without action. 

Company culture is just a concept without consistent habits and rituals that bring the concepts to life on a daily basis throughout the entire organisation.

Why habits and rituals matter 

In the context of culture change, habits and rituals aren’t just about repetition for the sake of structure – they are rooted in neuroscience and behavioural psychology. Research shows that habits, once formed, are hard-wired into the brain, freeing up mental capacity for higher-order thinking. 

In a workplace setting, habits can take the abstract ideas of collaboration, innovation, and engagement and turn them into tangible actions that employees live out every day.Rituals then elevate these habitual actions by infusing them with meaning and purpose. 

When done right, they don’t just become routines; they form the foundation of an organisation’s culture. For instance, Google’s famous “TGIF” meetings aren’t just about information sharing – they reinforce the company’s values of transparency and open communication. Similarly, Zappos’ daily parades and quirky team celebrations make fun and individuality core elements of the workplace experience. These rituals are constant reminders of what the company stands for, and are far more impactful than any mission statement or company values posters.

Habits and rituals for culture change

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” This quote from Aristotle encapsulates the essence of what makes habits and rituals so powerful. They are repeated behaviors that become embedded in daily work life, shaping how people think, act and interact. 

Unlike sporadic, large-scale culture initiatives, habits and rituals act as nudges that align individual behaviours with broader workplace and culture goals.

A simple practice like a “Thankful Thursday” where team members share gratitude and express appreciation for each other, fosters a culture of appreciation and recognition. This, in turn, improves employee engagement and overall performance. These small, consistent actions build momentum over time, creating a ripple effect that reshapes the overall culture of the company.

How to design effective habits and rituals

It’s best to start small and scale efforts over time, ensuring that habits and rituals become part of your organisation’s DNA. Think of it as an exercise in reverse-engineering your desired culture and identifying the daily, weekly, monthly and quarterly actions and activities that will lead to the outcomes you seek.

Step 1: Align with values or guiding principles

The most successful habits and rituals are tied to the company’s core values. Begin by identifying the key behaviours that will help your employees live out these values on a daily basis.

For example, if *collaboration* is central to your culture, think about creating a habit where different departments regularly come together to problem solve or share ideas. The goal is to align day-to-day actions with the culture you want to create.

Step 2: Keep it simple and repeatable

Habits only stick if they are easy to remember and implement. Start small with a few focused rituals that are simple enough to become part of the team’s daily or weekly routine.

For example, introducing a weekly team huddle or a brief daily check-in creates structured moments for connection and collaboration. When employees can effortlessly participate, the habit is more likely to become embedded into their workday.

Step 3: Make it fun and engaging

Habits and rituals will only thrive if people find them enjoyable and can see the value in what they are doing. The more fun and engaging the ritual, the more your people will look forward to it and the more it will take root.

Whether it’s a monthly “First Friday Feast” where the entire team comes together for a team lunch and to celebrate all the birthdays and life events of the past month, or a weekly WoW Wednesday where small wins are celebrated, these moments add energy and positivity to the workplace. Creating joy through these rituals also improves team cohesion and interpersonal relationships, which, in turn, improve teamwork, collaboration and performance.

Step 4: Leverage technology

Using tools like Slack, Microsoft Teams or dedicated employee engagement apps, can make it easier to implement habits and rituals like shout-outs, feedback loops and quick virtual check-ins.

Some of the best culture and engagement apps send employees push notifications to remind them to complete certain tasks and activities. By having these reminders pop up on technology that everyone is already using at work, you automatically increase the likelihood of adoption and participation. 

Step 5: Track progress and iterate

As with any other business process, team and company rituals need evaluation. Regularly assess how well these habits are working through retrospectives, surveys and employee listening tools. Simple retrospective tools like “Rose/Thorn/Bud” highlight what is working, what’s challenging and what opportunities exist, thereby helping leaders to refine rituals over time, whilst simultaneously encouraging and creating a culture of continuous improvement.

Final takeaway

By designing specific, repeatable actions that align with values and a desired culture, any organisation in any industry, can successfully create lasting culture change – just look at our Culture Pioneers Finalists!

Simply telling employees to ‘collaborate more’ or ‘be innovative’ doesn’t work unless we are intentional in creating and refining activities, actions and behaviours. Ultimately, culture isn’t defined by what we say. It’s defined by what we do. And what we do, over time, becomes who we are.