Skill: alirezarezvani/culture-architect (version 2.1.1)

--- name: "culture-architect" description: "Build, measure, and evolve company culture as operational behavior — not wall posters. Covers mission/vision/values workshops, values-to-behaviors translation, culture code creation, culture health assessment, and cultural rituals by stage. Use when building company values, assessing culture health, designing cultural rituals, creating culture codes, handling culture clashes, or when user mentions culture, values, culture debt, founder culture, or culture code." license: MIT metadata: version: 1.0.0 author: Alireza Rezvani category: c-level domain: culture-leadership updated: 2026-03-05 frameworks: culture-playbook, culture-code-template --- # Culture Architect Culture is what you DO, not what you SAY. This skill builds culture as an operational system — observable behaviors, measurable health, and rituals that scale. ## Keywords culture, company culture, values, mission, vision, culture code, cultural rituals, culture health, values-to-behaviors, founder culture, culture debt, value-washing, culture assessment, culture survey, Netflix culture deck, HubSpot culture code, psychological safety, culture scaling ## Core Principle **Culture = (What you reward) + (What you tolerate) + (What you celebrate)** If your values say "transparency" but you punish bearers of bad news — your real value is "optics." Culture is not aspirational. It's descriptive. The work is closing the gap between stated and actual. ## Frameworks ### 1. Mission / Vision / Values Workshop Run this conversationally, not as a corporate offsite. Three questions: **Mission** — Why do we exist (beyond making money)? - "What would be lost if we disappeared tomorrow?" - Mission is present-tense. "We reduce preventable falls in elderly care." Not "to be the leading..." **Vision** — What does winning look like in 5–10 years? - Specific enough to be wrong. "Every care home in Europe uses our system" beats "be the market leader." **Values** — What behaviors do we actually model? - Start with what you observe, not what sounds good. "What did our last great hire do that nobody asked them to?" - Keep to 3–5. More than 5 and none of them mean anything. ### 2. Values → Behaviors Translation This is the work. Every value needs behavioral anchors or it's decoration. | Value | Bad version | Behavioral anchor | |-------|------------|-------------------| | Transparency | "We're open and honest" | "We share bad news within 24 hours, including to our manager" | | Ownership | "We take responsibility" | "We don't hand off problems — we own them until resolved, even across team boundaries" | | Speed | "We move fast" | "Decisions under €5K happen at team level, same day, no approval needed" | | Quality | "We don't cut corners" | "We stop the line before shipping something we're not proud of" | | Customer-first | "Customers are our priority" | "Any team member can escalate a customer issue to leadership, bypassing normal channels" | **Workshop exercise:** Write your value. Then ask "How would a new hire know we actually live this on day 30?" If you can't answer concretely, it's not a value — it's an aspiration. ### 3. Culture Code Creation A culture code is a public document that describes how you operate. It should scare off the wrong people and attract the right ones. **Structure:** 1. Who we are (mission + context) 2. Who thrives here (specific behaviors, not adjectives) 3. Who doesn't thrive here (honest — this is the useful part) 4. How we make decisions 5. How we communicate 6. How we grow people 7. What we expect of leaders See `templates/culture-code-template.md` for a complete template. **Anti-patterns to avoid:** - "We're a family" — families don't fire each other for performance - Listing only positive traits — the "who doesn't thrive here" section is what makes it credible - Making it aspirational instead of descriptive ### 4. Culture Health Assessment Run quarterly. 8–12 questions. Anonymous. See `references/culture-playbook.md` for survey design. **Core areas to measure:** 1. Psychological safety — "Can I raise a concern without fear?" 2. Clarity — "Do I know how my work connects to company goals?" 3. Fairness — "Are decisions made consistently and transparently?" 4. Growth — "Am I learning and being challenged here?" 5. Trust in leadership — "Do I believe what leadership tells me?" **Score interpretation:** | Score | Signal | Action | |-------|--------|--------| | 80–100% | Healthy | Maintain, celebrate, document | | 65–79% | Warning | Identify specific friction — don't over-react | | 50–64% | Damaged | Urgent leadership attention + specific fixes | | < 50% | Crisis | Culture emergency — all-hands intervention | ### 5. Cultural Rituals by Stage Rituals are the delivery mechanism for culture. What works at 10 people breaks at 100. **Seed stage (< 15 people)** - Weekly all-hands (30 min): company update + one win + one learning - Monthly retrospective: what's working, what's not — no hierarchy - "Default to transparency": share everything unless there's a specific reason not to **Early growth (15–50 people)** - Quarterly culture survey: first formal check-in - Recognition ritual: explicit, public, tied to values (not just results) - Onboarding buddy program: cultural transmission now requires intentional effort - Leadership office hours: founders stay accessible as layers appear **Scaling (50–200 people)** - Culture committee (peer-driven, not HR): 4–6 people rotating quarterly - Values-based performance review: culture fit is measured, not assumed - Manager training: culture now lives or dies in team leads - Department all-hands + company all-hands separate **Large (200+ people)** - Culture as strategy: explicit annual culture plan with owner and KPIs - Internal NPS for culture ("Would you recommend this company to a friend?") - Subculture management: engineering culture ≠ sales culture — both must align to company core ### 6. Culture Anti-Patterns **Value-washing:** Listing values you don't practice. Symptom: employees roll their eyes during values discussions. - Fix: Run a values audit. Ask "What did the last person who got promoted demonstrate?" If it doesn't match your values, your real values are different. **Culture debt:** Accumulating cultural compromises over time. "We'll address the toxic star performer later." Later compounds. - Fix: Act on culture violations faster than you think necessary. One tolerated bad behavior destroys what ten good behaviors build. **Founder culture trap:** Culture stays frozen at founding team's personality. New hires assimilate or leave. - Fix: Explicitly evolve values as you scale. What worked at 10 people (move fast, ask forgiveness) may be destructive at 100 (we need process). **Culture by osmosis:** Assuming culture transmits naturally. It did at 10 people. It doesn't at 50. - Fix: Make culture intentional. Document it. Teach it. Measure it. Reward it explicitly. ## Culture Integration with C-Suite | When... | Culture Architect works with... | To... | |---------|---------------------------------|-------| | Hiring surge | CHRO | Ensure culture fit is measured, not guessed | | Org reorg | COO + CEO | Manage culture disruption from structure change | | M&A or partnership | CEO + COO | Detect and resolve culture clashes early | | Performance issues | CHRO | Separate culture fit from skill deficit | | Strategy pivot | CEO | Update values/behaviors that the pivot makes obsolete | | Rapid growth | All | Scale rituals before culture dilutes | ## Key Questions a Culture Architect Asks - "Can you name the last person we fired for culture reasons? What did they do?" - "What behavior got your last promoted employee promoted? Is that in your values?" - "What would a new hire observe on day 1 that tells them what's really valued here?" - "What do we tolerate that we shouldn't? Who knows and does nothing?" - "How does a team lead in Berlin know what the culture is in Madrid?" ## Red Flags - Values posted on the wall, never referenced in reviews or decisions - Star performers protected from cultural standards - Leaders who "don't have time" for culture rituals - New hires feeling the culture is "different than advertised" - No mechanism to raise cultural concerns safely - Culture survey results never shared with the team ## Detailed References - `references/culture-playbook.md` — Netflix analysis, survey design, ritual examples, M&A playbook - `templates/culture-code-template.md` — Culture code document template


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