Forget Changing Culture: Work With What You Have!

I just read The Culture Code by Clotaire Rapaille and it hits on the implication that "Imprints" are the basis of your workplace culture: i.e people bring their imprints to the workplace, shaped by their upbringing, life experiences, and cultural contexts. Trying to entirely change those imprints is difficult and often counterproductive--if not impossible. So why bother? It’s far more effective to work with what you have of course. The strengths, values, and perspectives people naturally bring to work.

Why Shape Culture with What We Have?

1. Imprints are Deeply Rooted:

People’s subconscious beliefs and behaviours are built over years and can’t be easily reprogrammed. For example, someone from a collaborative home culture might naturally value teamwork, while someone from an individualistic home culture might prioritise personal achievement.

2. Cultural Alignment Fosters Engagement:

By aligning workplace culture with the dominant imprints already present, organisations can tap into what motivates and inspires their workforce. This creates a sense of belonging and purpose.

3. Harnessing Strengths Over Fixing Weaknesses:

A Strengths-based approach highlights people talents, doesn't try and change their weaknesses. It’s more effective to leverage people’s natural tendencies than to try to fundamentally change them . For instance, if your team values autonomy, creating a more flexible work environment will yield better results than enforcing strict control. If they generally value guidance and direction, then offer them the mentoring and support they need. Great leaders can assess what they have like great sporting coaches do.

4. Cultural Evolution, Not Revolution:

While deeply ingrained imprints are stable, workplace cultures can evolve organically over time. Focusing on incremental shifts aligned with existing values allows for sustainable change without resistance. "Existing" values being the key word here, not imposed.

How to Shape Workplace Culture Based on Existing Imprints

1. Assess the Cultural Landscape:

Understand the cultural and personal imprints present in your team. What values and behaviours do people naturally bring to the table? This could be done through surveys, one-on-one conversations, or tools like CliftonStrengths assessments.

2. Identify Common Themes:

Look for shared values and patterns in your workplace. For instance, if most people value safety and predictability, structure your culture around clear guidelines and consistency. If creativity and innovation are common, build a more flexible and exploratory environment.

3. Create Agreements that Leverage Strengths:

Use tools like the Agreements Model? to create shared commitments based on what employees already resonate with. For example, if independence is valued, agreements might emphasise individual accountability and ownership .

4. Amplify the Positive:

Focus on strengths rather than weaknesses. Celebrate and expand the values and behaviours that already align with organisational goals, rather than trying to “correct” what isn’t a natural fit.

5. Be Inclusive of Diversity:

While finding common ground, acknowledge and respect the diversity of imprints. Encourage open dialogue to ensure that everyone feels seen and heard. This is the key to a great culture. In every work team that I've run focus groups with—and there have been hundreds—this is their No. 1 concern. They are literally 'screaming' to be heard, but on the inside. The problem is getting them to speak up. If it's not safe to do so, you have a pressure cooker ready to explode.

Key Takeaway

Shaping a culture with the imprints already present in your workforce aligns with Rapaille’s insights and modern organisational psychology. By understanding and building on what people already value and believe, you create a workplace culture that feels natural, engaging, and sustainable. Transformation becomes less about forcing change and more about nurturing alignment and growth.