Beneficiary Moment
Invite a real customer or beneficiary to speak with a team for five minutes about how their work changed things.
Ritual Library
The world’s best organisational rituals, from Amazon to Toyota to Pixar, alongside research-backed originals. Filter by what you’re trying to change, then run one with your team this week.
Invite a real customer or beneficiary to speak with a team for five minutes about how their work changed things.
After any project or incident, the team reflects on what happened, what helped, what hindered and what they'll change — without blame.
A short whole-team morning gathering to greet each other, restate the mission or values, and align on the day.
Before signing off, everyone writes one line per open task: the next action, when, and where — so their minds can switch off.
A daily shared coffee break where the whole team stops working together — no laptops, no agenda.
Each person does one small act of help a day that takes five minutes or less — an introduction, a quick review, a shared template.
Every Friday, ask the team two questions — how was your week, and what would make next week better — then act on something by Monday.
A day where the whole team works side by side on a shared community or workplace project — everyone hands-on, regardless of rank.
When someone leaves, the team gathers to share what they'll take forward from that person — closing the chapter with dignity.
A monthly round where each person appreciates a colleague for a specific behaviour that reflects a company value.
Give one day a month back to employees to invest in themselves, their teams or their community — around a shared theme.
At the start of every significant project, agree in writing what would make you stop it — and who makes that call.
A short Monday kickoff where each person shares their single most important outcome for the week and what support they need.
Protect one day a week from internal meetings so everyone gets uninterrupted time for deep work.
Pause normal work for a day so employees can raise problems and propose fixes, without managers in the room.
In their first week, a new hire walks (or video-calls) with three colleagues who each tell one story that explains "how we really work here."
A regular all-hands where leaders take unscreened questions from anyone — including the uncomfortable ones.
Recognise the people who quietly prevented problems — not just the heroes who fought fires.
Ask a team member to explain the top priority in their own words. If it doesn’t match yours, your communication needs work.
When a project is stopped, hold a short, good-humoured “funeral” to honour the effort, capture lessons and let the team move on.
A quarterly event where employees nominate pointless rules and approvals — and leaders visibly scrap the worst ones on the spot.
A 24-hour sprint where anyone can work on any idea they choose, then demo it to the whole company.
Replace slides with a written narrative, and begin the meeting with everyone reading it in silence before any discussion.
Time how long it takes to do the behaviours your culture depends on. If it takes longer than 30 seconds or three clicks, fix the process.
Give anyone the right to “stop the line” when they see a problem — and thank them every time they use it.
Peers from other teams give candid, specific feedback on work in progress — with no authority to force changes.
A short stand-up at the start of every shift where teams review one value or standard and share a “wow story” of someone living it.
Celebrate a well-built idea that saved money or resources — and tie it to the story of a value your organisation was founded on.
Leave one seat empty in key meetings to represent the customer — and ask what they would say about the decision.
The direct report sets the agenda for every one-to-one — the manager’s topics come last.
Recognise bold attempts that didn’t work out, to make ambitious risk-taking safe.
Recognise someone who took initiative outside their job to act on a good idea — with a deliberately humble trophy, like an old shoe.
Periodically delete every recurring meeting from calendars, then only add back the ones people genuinely miss.
During onboarding, offer new hires a payment to leave if the culture isn’t right for them — so everyone who stays has chosen to.
An annual award for the most spectacular (and instructive) mistake of the year — celebrating learning, not blame.
When someone copies you on an email “just in case”, reply privately: “You don’t need to copy me on this — I trust your judgement.”
Instead of thanking everyone equally, publicly name three specific people and exactly what they did.
Before launching a change initiative, imagine it has failed a year from now and work backwards to find out why.
Every person writes and shares their Vision, Values, Methods, Obstacles and Measures for the year, aligned with the company’s own.
Open a regular leadership or all-hands meeting with a two-minute true story of a value in action.
Begin team meetings with a one-word "weather report" so everyone can signal how they're arriving — sunny, cloudy or stormy.
A 15-minute end-of-week round where everyone names one win and one person who helped make it happen.
Cross-functional teams identify wasteful approvals, reports and meetings; a leader must answer each proposal on the spot.
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