[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"skill:01M71MR7Y1SW1T5VQPB1BZ7T5C":3,"skill-same:01M71MR7Y1SW1T5VQPB1BZ7T5C":87},{"skillNo":4,"name":5,"nameZh":6,"description":7,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":9,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":15,"sourceHtmlUrl":16,"categories":17,"keywords":18,"publishedAt":39,"linkOnly":40,"markdownContent":41,"markdownBody":42,"frontMatter":43,"refName":49,"commitSha":50,"skillDirectory":51,"forksCount":52,"repositoryHtmlUrl":53,"repositoryHomepageUrl":54,"ownerHtmlUrl":55,"ownerBlogUrl":56,"ownerDescription":6,"updatedAt":57,"install":58,"resources":71},"01M71MR7Y1SW1T5VQPB1BZ7T5C","culture-architect",null,"Use when defining or repairing company culture as behavior: mission, vision and values workshops, behavior anchors, culture codes and culture health checks.","monoes\u002Fmonomind","monoes","https:\u002F\u002Favatars.githubusercontent.com\u002Fu\u002F276744696?v=4","01M71KWF37AJ2NJBP3KWBVSDGT","01M71KWF4CSF8ADH0M6HA09VD2",23,"MIT","https:\u002F\u002Fgithub.com\u002Fmonoes\u002Fmonomind\u002Fblob\u002Fmain\u002Fpackages\u002F@monomind\u002Fcli\u002Forg-skills\u002Fculture-architect\u002FLICENSE.txt","https:\u002F\u002Fgithub.com\u002Fmonoes\u002Fmonomind\u002Fblob\u002Fmain\u002Fpackages\u002F@monomind\u002Fcli\u002Forg-skills\u002Fculture-architect\u002FSKILL.md",[],[19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34,35,36,37,38],"architect","culture architect","culture","https","behavior","operations","values","github","health","use","codes","as","vision","advisor","leadership","when","people","company","mission","claude-skills","2026-11-10 10:56:23",false,"---\nname: culture-architect\ndescription: \"Use when defining or repairing company culture as behavior: mission, vision and values workshops, behavior anchors, culture codes and culture health checks.\"\ntags: [\"leadership\",\"operations\",\"people\"]\ntools: []\nlicense: MIT\nsource: https:\u002F\u002Fgithub.com\u002Falirezarezvani\u002Fclaude-skills\nsource_path: \"c-level-advisor\u002Fskills\u002Fculture-architect\"\nsource_commit: 19392f7a08264ed00486a251f5b2098321771f94\n---\n# Culture Architect\n\nCulture is what you DO, not what you SAY. This skill builds culture as an operational system — observable behaviors, measurable health, and rituals that scale.\n\n## Keywords\nculture, 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\n\n## Core Principle\n\n**Culture = (What you reward) + (What you tolerate) + (What you celebrate)**\n\nIf 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.\n\n## Frameworks\n\n### 1. Mission \u002F Vision \u002F Values Workshop\n\nRun this conversationally, not as a corporate offsite. Three questions:\n\n**Mission** — Why do we exist (beyond making money)?\n- \"What would be lost if we disappeared tomorrow?\"\n- Mission is present-tense. \"We reduce preventable falls in elderly care.\" Not \"to be the leading...\"\n\n**Vision** — What does winning look like in 5–10 years?\n- Specific enough to be wrong. \"Every care home in Europe uses our system\" beats \"be the market leader.\"\n\n**Values** — What behaviors do we actually model?\n- Start with what you observe, not what sounds good. \"What did our last great hire do that nobody asked them to?\"\n- Keep to 3–5. More than 5 and none of them mean anything.\n\n### 2. Values → Behaviors Translation\n\nThis is the work. Every value needs behavioral anchors or it's decoration.\n\n| Value | Bad version | Behavioral anchor |\n|-------|------------|-------------------|\n| Transparency | \"We're open and honest\" | \"We share bad news within 24 hours, including to our manager\" |\n| Ownership | \"We take responsibility\" | \"We don't hand off problems — we own them until resolved, even across team boundaries\" |\n| Speed | \"We move fast\" | \"Decisions under €5K happen at team level, same day, no approval needed\" |\n| Quality | \"We don't cut corners\" | \"We stop the line before shipping something we're not proud of\" |\n| Customer-first | \"Customers are our priority\" | \"Any team member can escalate a customer issue to leadership, bypassing normal channels\" |\n\n**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.\n\n### 3. Culture Code Creation\n\nA culture code is a public document that describes how you operate. It should scare off the wrong people and attract the right ones.\n\n**Structure:**\n1. Who we are (mission + context)\n2. Who thrives here (specific behaviors, not adjectives)\n3. Who doesn't thrive here (honest — this is the useful part)\n4. How we make decisions\n5. How we communicate\n6. How we grow people\n7. What we expect of leaders\n\nSee `templates\u002Fculture-code-template.md` for a complete template.\n\n**Anti-patterns to avoid:**\n- \"We're a family\" — families don't fire each other for performance\n- Listing only positive traits — the \"who doesn't thrive here\" section is what makes it credible\n- Making it aspirational instead of descriptive\n\n### 4. Culture Health Assessment\n\nRun quarterly. 8–12 questions. Anonymous. See `references\u002Fculture-playbook.md` for survey design.\n\n**Core areas to measure:**\n1. Psychological safety — \"Can I raise a concern without fear?\"\n2. Clarity — \"Do I know how my work connects to company goals?\"\n3. Fairness — \"Are decisions made consistently and transparently?\"\n4. Growth — \"Am I learning and being challenged here?\"\n5. Trust in leadership — \"Do I believe what leadership tells me?\"\n\n**Score interpretation:**\n| Score | Signal | Action |\n|-------|--------|--------|\n| 80–100% | Healthy | Maintain, celebrate, document |\n| 65–79% | Warning | Identify specific friction — don't over-react |\n| 50–64% | Damaged | Urgent leadership attention + specific fixes |\n| \u003C 50% | Crisis | Culture emergency — all-hands intervention |\n\n### 5. Cultural Rituals by Stage\n\nRituals are the delivery mechanism for culture. What works at 10 people breaks at 100.\n\n**Seed stage (\u003C 15 people)**\n- Weekly all-hands (30 min): company update + one win + one learning\n- Monthly retrospective: what's working, what's not — no hierarchy\n- \"Default to transparency\": share everything unless there's a specific reason not to\n\n**Early growth (15–50 people)**\n- Quarterly culture survey: first formal check-in\n- Recognition ritual: explicit, public, tied to values (not just results)\n- Onboarding buddy program: cultural transmission now requires intentional effort\n- Leadership office hours: founders stay accessible as layers appear\n\n**Scaling (50–200 people)**\n- Culture committee (peer-driven, not HR): 4–6 people rotating quarterly\n- Values-based performance review: culture fit is measured, not assumed\n- Manager training: culture now lives or dies in team leads\n- Department all-hands + company all-hands separate\n\n**Large (200+ people)**\n- Culture as strategy: explicit annual culture plan with owner and KPIs\n- Internal NPS for culture (\"Would you recommend this company to a friend?\")\n- Subculture management: engineering culture ≠ sales culture — both must align to company core\n\n### 6. Culture Anti-Patterns\n\n**Value-washing:** Listing values you don't practice. Symptom: employees roll their eyes during values discussions.\n- 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.\n\n**Culture debt:** Accumulating cultural compromises over time. \"We'll address the toxic star performer later.\" Later compounds.\n- Fix: Act on culture violations faster than you think necessary. One tolerated bad behavior destroys what ten good behaviors build.\n\n**Founder culture trap:** Culture stays frozen at founding team's personality. New hires assimilate or leave.\n- Fix: Explicitly evolve values as you scale. What worked at 10 people (move fast, ask forgiveness) may be destructive at 100 (we need process).\n\n**Culture by osmosis:** Assuming culture transmits naturally. It did at 10 people. It doesn't at 50.\n- Fix: Make culture intentional. Document it. Teach it. Measure it. Reward it explicitly.\n\n## Culture Integration with C-Suite\n\n| When... | Culture Architect works with... | To... |\n|---------|---------------------------------|-------|\n| Hiring surge | CHRO | Ensure culture fit is measured, not guessed |\n| Org reorg | COO + CEO | Manage culture disruption from structure change |\n| M&A or partnership | CEO + COO | Detect and resolve culture clashes early |\n| Performance issues | CHRO | Separate culture fit from skill deficit |\n| Strategy pivot | CEO | Update values\u002Fbehaviors that the pivot makes obsolete |\n| Rapid growth | All | Scale rituals before culture dilutes |\n\n## Key Questions a Culture Architect Asks\n\n- \"Can you name the last person we fired for culture reasons? What did they do?\"\n- \"What behavior got your last promoted employee promoted? Is that in your values?\"\n- \"What would a new hire observe on day 1 that tells them what's really valued here?\"\n- \"What do we tolerate that we shouldn't? Who knows and does nothing?\"\n- \"How does a team lead in Berlin know what the culture is in Madrid?\"\n\n## Red Flags\n\n- Values posted on the wall, never referenced in reviews or decisions\n- Star performers protected from cultural standards\n- Leaders who \"don't have time\" for culture rituals\n- New hires feeling the culture is \"different than advertised\"\n- No mechanism to raise cultural concerns safely\n- Culture survey results never shared with the team\n\n## Detailed References\n- `references\u002Fculture-playbook.md` — Netflix analysis, survey design, ritual examples, M&A playbook\n- `templates\u002Fculture-code-template.md` — Culture code document template\n","# Culture Architect\n\nCulture is what you DO, not what you SAY. This skill builds culture as an operational system — observable behaviors, measurable health, and rituals that scale.\n\n## Keywords\nculture, 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\n\n## Core Principle\n\n**Culture = (What you reward) + (What you tolerate) + (What you celebrate)**\n\nIf 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.\n\n## Frameworks\n\n### 1. Mission \u002F Vision \u002F Values Workshop\n\nRun this conversationally, not as a corporate offsite. Three questions:\n\n**Mission** — Why do we exist (beyond making money)?\n- \"What would be lost if we disappeared tomorrow?\"\n- Mission is present-tense. \"We reduce preventable falls in elderly care.\" Not \"to be the leading...\"\n\n**Vision** — What does winning look like in 5–10 years?\n- Specific enough to be wrong. \"Every care home in Europe uses our system\" beats \"be the market leader.\"\n\n**Values** — What behaviors do we actually model?\n- Start with what you observe, not what sounds good. \"What did our last great hire do that nobody asked them to?\"\n- Keep to 3–5. More than 5 and none of them mean anything.\n\n### 2. Values → Behaviors Translation\n\nThis is the work. Every value needs behavioral anchors or it's decoration.\n\n| Value | Bad version | Behavioral anchor |\n|-------|------------|-------------------|\n| Transparency | \"We're open and honest\" | \"We share bad news within 24 hours, including to our manager\" |\n| Ownership | \"We take responsibility\" | \"We don't hand off problems — we own them until resolved, even across team boundaries\" |\n| Speed | \"We move fast\" | \"Decisions under €5K happen at team level, same day, no approval needed\" |\n| Quality | \"We don't cut corners\" | \"We stop the line before shipping something we're not proud of\" |\n| Customer-first | \"Customers are our priority\" | \"Any team member can escalate a customer issue to leadership, bypassing normal channels\" |\n\n**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.\n\n### 3. Culture Code Creation\n\nA culture code is a public document that describes how you operate. It should scare off the wrong people and attract the right ones.\n\n**Structure:**\n1. Who we are (mission + context)\n2. Who thrives here (specific behaviors, not adjectives)\n3. Who doesn't thrive here (honest — this is the useful part)\n4. How we make decisions\n5. How we communicate\n6. How we grow people\n7. What we expect of leaders\n\nSee `templates\u002Fculture-code-template.md` for a complete template.\n\n**Anti-patterns to avoid:**\n- \"We're a family\" — families don't fire each other for performance\n- Listing only positive traits — the \"who doesn't thrive here\" section is what makes it credible\n- Making it aspirational instead of descriptive\n\n### 4. Culture Health Assessment\n\nRun quarterly. 8–12 questions. Anonymous. See `references\u002Fculture-playbook.md` for survey design.\n\n**Core areas to measure:**\n1. Psychological safety — \"Can I raise a concern without fear?\"\n2. Clarity — \"Do I know how my work connects to company goals?\"\n3. Fairness — \"Are decisions made consistently and transparently?\"\n4. Growth — \"Am I learning and being challenged here?\"\n5. Trust in leadership — \"Do I believe what leadership tells me?\"\n\n**Score interpretation:**\n| Score | Signal | Action |\n|-------|--------|--------|\n| 80–100% | Healthy | Maintain, celebrate, document |\n| 65–79% | Warning | Identify specific friction — don't over-react |\n| 50–64% | Damaged | Urgent leadership attention + specific fixes |\n| \u003C 50% | Crisis | Culture emergency — all-hands intervention |\n\n### 5. Cultural Rituals by Stage\n\nRituals are the delivery mechanism for culture. What works at 10 people breaks at 100.\n\n**Seed stage (\u003C 15 people)**\n- Weekly all-hands (30 min): company update + one win + one learning\n- Monthly retrospective: what's working, what's not — no hierarchy\n- \"Default to transparency\": share everything unless there's a specific reason not to\n\n**Early growth (15–50 people)**\n- Quarterly culture survey: first formal check-in\n- Recognition ritual: explicit, public, tied to values (not just results)\n- Onboarding buddy program: cultural transmission now requires intentional effort\n- Leadership office hours: founders stay accessible as layers appear\n\n**Scaling (50–200 people)**\n- Culture committee (peer-driven, not HR): 4–6 people rotating quarterly\n- Values-based performance review: culture fit is measured, not assumed\n- Manager training: culture now lives or dies in team leads\n- Department all-hands + company all-hands separate\n\n**Large (200+ people)**\n- Culture as strategy: explicit annual culture plan with owner and KPIs\n- Internal NPS for culture (\"Would you recommend this company to a friend?\")\n- Subculture management: engineering culture ≠ sales culture — both must align to company core\n\n### 6. Culture Anti-Patterns\n\n**Value-washing:** Listing values you don't practice. Symptom: employees roll their eyes during values discussions.\n- 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.\n\n**Culture debt:** Accumulating cultural compromises over time. \"We'll address the toxic star performer later.\" Later compounds.\n- Fix: Act on culture violations faster than you think necessary. One tolerated bad behavior destroys what ten good behaviors build.\n\n**Founder culture trap:** Culture stays frozen at founding team's personality. New hires assimilate or leave.\n- Fix: Explicitly evolve values as you scale. What worked at 10 people (move fast, ask forgiveness) may be destructive at 100 (we need process).\n\n**Culture by osmosis:** Assuming culture transmits naturally. It did at 10 people. It doesn't at 50.\n- Fix: Make culture intentional. Document it. Teach it. Measure it. Reward it explicitly.\n\n## Culture Integration with C-Suite\n\n| When... | Culture Architect works with... | To... |\n|---------|---------------------------------|-------|\n| Hiring surge | CHRO | Ensure culture fit is measured, not guessed |\n| Org reorg | COO + CEO | Manage culture disruption from structure change |\n| M&A or partnership | CEO + COO | Detect and resolve culture clashes early |\n| Performance issues | CHRO | Separate culture fit from skill deficit |\n| Strategy pivot | CEO | Update values\u002Fbehaviors that the pivot makes obsolete |\n| Rapid growth | All | Scale rituals before culture dilutes |\n\n## Key Questions a Culture Architect Asks\n\n- \"Can you name the last person we fired for culture reasons? What did they do?\"\n- \"What behavior got your last promoted employee promoted? Is that in your values?\"\n- \"What would a new hire observe on day 1 that tells them what's really valued here?\"\n- \"What do we tolerate that we shouldn't? 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Covers discovering workflows from code, handoff contracts, timeouts, recovery paths and observable state.","https:\u002F\u002Fgithub.com\u002Fmonoes\u002Fmonomind\u002Fblob\u002Fmain\u002Fpackages\u002F@monomind\u002Fcli\u002Forg-skills\u002Fworkflow-architect\u002FSKILL.md",[234],{"categoryNo":211,"categoryName":212,"taxonomyType":127,"taxonomyTypeDesc":128},[216,236,19,237,238,239,240,191,241,242,141,243,244,33,108,26,245,24,22,246],"workflow architect","trees","user journeys","branch","planning","map","workflows","architecture","state","recovery","systems"]