Blair Singer argues that team culture needs a written code, not just vibes. He calls it a "team code of honor" and says formalizing core values this way shaped behavior at Singapore Airlines, L'Oréal, HSBC, and Fortune 50 companies.
Culture is not a vibe, it's a code. And if you're not training it, it's probably training you. A word of advice come from all of our ancestors, great governments, great businesses, great sporting teams, great cultures all over the world for thousands of years. Something called a code of honor. The team code of honor, the single most powerful tool you should be training your team with. It's taking the core values that are already present on your team and formalizing them in a code of honor, like a Ten Commandments type of a thing. That is an internal document that you and your team operate from. I can tell you that with all the big, biggest organizations I've worked around the world with, Singapore Air, Singapore Airlines, l' Oreal Brands, hsbc, Private bank, I could go on and on and on and Fortune 50 companies all over the world. The most important tool, the number one tool that I've trained them in.