The Culture Engine

What if the true engine of your organization isn’t the product you create or the systems you maintain, but the culture that powers how people work together every day? In The Culture Engine, leadership expert S. Chris Edmonds argues that culture—more than strategy, technology, or marketing—is what determines whether teams thrive or deteriorate. He insists that leaders must become deliberate architects of culture rather than accidental participants in it. His solution: create an organizational constitution—a clear, living document that defines your team or company’s purpose, values, behaviors, strategies, and goals.

Edmonds’ central claim is compelling in its simplicity: cultures don’t become healthy by default; they become healthy by design. Left alone, most workplaces devolve into fear-based, inconsistent environments where results are prized at any cost. But when leaders intentionally define and live by clear “liberating rules”—shared standards for both performance and values—they create trust, engagement, and productivity. In Edmonds’ words, culture becomes the organization’s engine, powering consistent performance and meaningful work.

The Power of an Organizational Constitution

An organizational constitution is a company’s moral and operational GPS. Like a national constitution, it defines the rights and responsibilities of everyone involved. It goes beyond vague mission statements or slogans by framing explicit behavioral expectations—what respect, integrity, or accountability look like in daily interactions. Edmonds compares this to the traffic laws that keep drivers safe: they don’t restrict freedom, they clarify it. The constitution becomes the standard against which all decisions, behaviors, and outcomes are measured.

The constitution includes four elements: a clear purpose (why the company exists), a set of defined values with observable behaviors (how people are expected to act), defined strategies (how to reach the purpose), and measurable goals (how to know when you’ve succeeded). Together, they form the foundation of a culture by design—a shift from reactive leadership to intentional stewardship of values and performance.

Why Leaders Must “Start with Themselves”

Edmonds begins by insisting that cultural transformation can’t be delegated. You can’t outsource values. The leader—whether a CEO, department head, or project manager—has to model the way by crafting a personal constitution first. This means defining your own purpose, values, and behaviors before asking others to do the same. Leaders who preach integrity but cut corners undermine everything; those who exemplify the desired culture become catalysts for change. Edmonds recalls his own awakening under a remarkable boss named Jerry, who taught him that great leadership isn’t about controlling results but about shaping how people treat each other while achieving them.

This idea echoes Stephen Covey’s dictum in The 7 Habits of Highly Effective People: start with your personal mission statement, then align your actions with it. In Edmonds’ application, the personal constitution is a leader’s moral contract—publicly shared so followers can hold them accountable. The act of defining these commitments generates credibility and alignment across the organization.

Defining Values in Behavioral Terms

Many companies publish lofty values like “integrity” or “teamwork,” but few define what they mean. Edmonds offers an antidote: convert abstract ideals into measurable, observable, and teachable behaviors. For instance, instead of stating “I value respect,” a defined behavior might be, “I attack problems, not people,” or “I give credit and praise others daily.” These tangible behaviors create a shared code of conduct—the heart of the constitution. Without this clarity, he warns, companies fall into what he calls “managing by announcements” (MbA): leaders proclaim new values but fail to model, measure, or enforce them.

By translating values into daily habits, leaders can measure alignment just as they measure sales or production. Edmonds’s performance-values matrix visualizes this dual accountability: the vertical axis tracks performance, the horizontal tracks values alignment. Ideal employees are “upper-rights”—high performers who consistently live the company’s values. Upper-lefts (high performance, low values) may deliver short-term wins but erode trust. The solution: lovingly set them free.

From Purpose to Strategy to Practice

Once values are defined, Edmonds outlines the rest of the constitution-building process. In Chapter 3, he teaches how to craft a purpose statement that inspires rather than instructs—a statement of why the organization exists and who it serves. For example, Bristol-Myers Squibb’s purpose “to help patients prevail over serious diseases” passes his test because it’s tangible, service-driven, and emotionally resonant. Later chapters add strategies and goals—clear, measurable objectives aligned to that purpose. Finally, Edmonds reveals how to live, measure, and sustain the constitution through feedback, coaching, and hiring systems that reinforce values daily.

Culture by Design, Not Default

Edmonds’s research and client work—from WD-40 Company to Zappos and Southwest Airlines—prove that values-based cultures outperform fear-based ones. WD-40’s CEO Garry Ridge, for instance, built what he calls a “tribal culture” where failure became “learning moments.” This adjustment boosted engagement to over 90% and profits soared by 35%. The lesson: cultural alignment doesn’t sacrifice results—it multiplies them. In fact, culture and performance are inseparable. You can’t drive sustainable profits without inspiring people to bring their whole selves to work.

By the book’s end, Edmonds reframes leadership entirely: no longer about managing outputs or controlling people, but about creating an environment where values and results are equally sacred. The “Culture Engine” runs smoothly when every member knows the purpose that powers it, the values that govern it, and the goals that guide its direction. The result is a workplace where people feel safe, passionate, and proud—and where profits become a natural byproduct of purpose.

Edmonds introduces the concept of an organizational constitution as the foundational tool for designing an intentional culture. Unlike a traditional mission statement, which often gathers dust on a wall, a constitution is a living document that operationalizes purpose and values into daily behaviors. It’s both a moral compass and an operational manual, clarifying what your company stands for and how it functions. Its power lies in transforming culture from a matter of vague sentiment into measurable conduct.

The Four Core Elements

The constitution comprises four essential parts:

• Purpose: Why the organization exists and whom it serves.
• Values and behaviors: Core principles defined through specific, observable actions.
• Strategies: How the organization will fulfill its purpose in practical terms.
• Goals: Measurable targets that track progress toward the strategies.

Leaders often underestimate the importance of codifying these. Edmonds recalls a case study of a small professional services firm whose executives publicly argued with one another in front of staff. When asked why he tolerated such behavior, their CEO shrugged, believing verbal reprimands were enough. Edmonds responded, “Let’s talk about changing the rules of engagement.” Only a written and enforced constitution could have prevented such chaos.

From Concept to Practice

The constitution acts as the organization’s “traffic code.” Like drivers following agreed rules of the road, employees gain freedom through clarity. Team members know when to yield, how to collaborate, and what fairness looks like. The result? Trust replaces confusion.

One practical example Edmonds uses is WD-40 Company. CEO Garry Ridge embedded the tribal metaphor into WD-40’s culture, framing team members as belonging to a tribe rather than a corporation. Their constitution dictated values such as learning, accountability, and belonging. The transformation produced not only a happier workforce but a 35% improvement in profits within eighteen months. Ridge later described it as “freedom within a framework.”

Culture as a Disruptive Technology

Edmonds characterizes the constitution as a disruptive technology. It reprograms an organization’s operating system by redefining what “doing a good job” means. Results still matter, but how those results are achieved matters equally. This disrupts the old “win at all costs” mentality that plagues many companies. It forces difficult conversations about alignment and accountability—but those disruptions, Edmonds insists, are productive.

“Everything a leader does either helps, hurts, or hinders the creation of a great team culture.”

– Jerry Nutter, mentor to the author

Through the constitution process, leaders make unspoken assumptions explicit and turn values into commitments backed by consequences. Behavior contrary to the shared document isn’t just poor conduct—it’s unconstitutional. This clarity empowers everyone to call out misalignment respectfully, from the CEO to the newest intern.

Ultimately, the organizational constitution is not a bureaucratic artifact but a declaration of collective intent. In Edmonds’ terms, it’s how you turn philosophy into practice—and culture into your company’s most powerful engine.

According to Edmonds, cultural transformation starts with a clear sense of purpose, because people don’t just work for pay—they work for meaning. Purpose connects the head to the heart; it frames daily work as service to something greater than individual achievement. Without it, a company drifts into the gray waters of “making money” and nothing more. As he puts it, activities are endless, but only purpose makes them inspiring.

The Anatomy of an Inspiring Purpose

An effective purpose statement answers three questions: What do we do? For whom? And to what end? Edmonds dissects examples from real companies: Cooper Tires’ “creating superior value for shareholders” fails because it lacks emotional or human appeal, while Bristol-Myers Squibb’s “help patients prevail over serious diseases” succeeds by describing both service and impact. The best statements describe a present-day purpose, not an abstract vision of a distant future.

This focus on the present differentiates Edmonds’ work from classic mission statements. He wants statements that can guide today’s decisions, not tomorrow’s hypotheticals. Starbucks’ declaration—to “inspire and nurture the human spirit, one person, one cup, one neighborhood at a time”—works because it connects tangible experience with emotional resonance. It guided CEO Howard Schultz’s turnaround of the brand when profits overshadowed people. Schultz reoriented Starbucks around that original promise, proving purpose can fix strategy when strategy cannot fix culture.

Communicating and Living Purpose

Having a strong purpose means nothing if employees don’t know it or believe it. Edmonds cites research showing that while 84% of companies publish mission statements, only 50% of employees can recall them. Most leaders suffer from the managing by announcements syndrome—they unveil a new purpose with fanfare, then move on. Enforcement requires repetition, storytelling, recognition, and feedback mechanisms to keep purpose alive.

He compares this to Ritz-Carlton’s “Gold Standards,” which are reviewed daily in 15-minute “lineups” where employees share real stories of service excellence. These rituals turn abstract ideals into living traditions. For your organization, describing and marketing your purpose might mean opening meetings with examples of how team contributions improved a customer’s life or boosted a colleague’s success.

Ultimately, a clear purpose is not just a corporate slogan—it’s an accountability anchor. It reminds everyone, from interns to executives, that profit is a result, not a reason.

Values fail when they remain abstractions. Edmonds’ fix is simple but radical: every value in your organization must be defined in terms of observable, measurable behaviors. Without this step, values become what he calls “lies”—public declarations with no accountability. Teams can’t enforce or reward what they can’t see. The behavioral definition transforms culture into something tangible, trainable, and enforceable.

From Attitudes to Actions

Many leaders say they want employees with the “right attitude.” Edmonds dismisses this as unmanageable. Attitudes live inside people’s heads; behaviors live in the world. You can observe if someone says thank you, meets commitments, or demonstrates empathy—you can’t observe whether they “feel respectful.” Therefore, you must define respect through behaviors such as “I listen fully before responding” or “I avoid gossiping about colleagues.” These definitions replace vague intentions with explicit standards.

Creating Behavioral Clarity

Edmonds guides leaders through identifying 3–5 core values and attaching 3–4 behaviors to each. For example:

• Value: Integrity — Behavior: “I do what I say I will do.”
• Value: Respect — Behavior: “I attack problems and processes, not people.”
• Value: Excellence — Behavior: “I accept constructive feedback to continuously improve.”

This simplicity is deliberate. Long lists dilute focus. Edmonds cites research showing humans remember three to five items best; thus, shorter lists achieve greater adoption. When leaders display these behaviors consistently and reward others for doing so, culture starts shifting at a cellular level.

Measuring Values Alignment

Once behaviors are established, they must be measured as rigorously as performance metrics. Edmonds introduces a custom values survey: a biannual assessment where team members rate leaders on how well they model each behavior. Just as sales are tracked on dashboards, so should civility, integrity, and accountability. Leaders then use feedback to celebrate alignment and coach improvement. When results show progress, engagement and trust rise dramatically.

By defining, measuring, and rewarding these behaviors, you eliminate the ambiguity that fuels politics, fear, and cynicism. Everyone understands not only what success looks like, but also who they must become to achieve it.

Culture doesn’t survive on announcements—it thrives on demonstration. Edmonds insists that leaders must describe the way, model the way, and align the way. These three phases ensure that the organizational constitution isn’t a symbolic exercise but a living contract. Implementation becomes everyone’s responsibility, beginning with leaders who embody and enforce the new norms consistently.

Describe the Way

First, leaders communicate and market the desired culture as actively as they market products. They invite feedback on draft values, clarify definitions, and make the process transparent. Edmonds advises presenting drafts labeled CLEARLY as drafts, so employees feel free to refine them. He encourages visible reminders—posters, meeting stories, rituals—that reinforce daily attention to purpose and values. Ritz-Carlton’s daily “lineup” meetings or a manufacturer’s monthly “all hands” storytelling sessions become case studies in keeping values alive.

Model the Way

Leaders gain credibility only by living their stated values. Edmonds uses the phrase: “You couldn’t run a yellow light in this town again.” Once you’ve committed to integrity, even small lapses—cutting corners, breaking promises, ignoring disrespect—send the wrong message. Modeling means acting consistently both inside and outside the workplace. Mistakes happen, but the leader should apologize quickly: “I’m better than that. It won’t happen again.” This humility humanizes the process and shows accountability in action.

Align the Way

Alignment introduces consequences—positive for alignment, constructive for misalignment. Praise aligned behavior nine times more often than correcting misaligned behavior, Edmonds advises, because recognition teaches faster than reprimand. Leaders must also adjust systems—hiring, training, and performance reviews—to reward citizenship as much as results. Performance appraisals become contribution management, valuing both output and behavior equally. WD-40 Company’s detailed behavior metrics for “make and keep commitments” illustrate this: each behavior is graded as “exceeds standard,” “meets standard,” or “needs improvement.”

When demonstration, reinforcement, and accountability align, culture becomes sustainable. It shifts from a leader-driven initiative to an ingrained norm—“just how we do things around here.”

Every transformation meets resistance. Chapter 8 of The Culture Engine is Edmonds’ playbook for addressing it head-on. People resist because they fear losing power, feel uncertain about expectations, or doubt leaders’ sincerity. Some wait quietly to see if change will stick; others actively undermine it. Edmonds classifies these into four types: embrace, wait and see, self-select out, and stay and resist. Each requires a unique leadership response.

Understanding Fear and Willingness

At the root of resistance lies fear—of the unknown, of incompetence, or of lost influence. Some leaders have thrived in hierarchies ruled by fear and politics; values alignment threatens their power base. Edmonds argues that skill gaps can be addressed through training, but willingness gaps must be confronted through coaching and accountability. “Teaching a pig to sing,” he quips, “is exhausting for both parties, and the result isn’t good.” A leader can’t teach values until someone is willing to learn them.

Coaching Through Values Misalignment

Edmonds provides a practical, five-step conversation model for dealing with misaligned leaders: stay calm, present facts about behavior (not beliefs), listen for perspective, restate expectations without budging, and offer a plan for alignment with clear consequences. Leaders who refuse to align are “lovingly set free.” This approach threads compassion with strength—it’s not punitive but principled. In Edmonds’ words: “There’s no ‘kind of’ values alignment any more than there’s a ‘kind of pregnant.’”

Championing Early Adopters

Just as you confront negativity, you must celebrate progress. “Upper righters”—those already aligned—become ambassadors who reinforce credibility and optimism. Public recognition creates momentum and peer pressure for others to adapt. It also guards morale: nothing demotivates aligned employees more than seeing poor behavior tolerated. Edmonds warns that ignoring misaligned players tells everyone “our constitution doesn’t matter.”

Handling resistance, then, is less about confrontation and more about protection—protecting the integrity of the culture and the trust of those living it. The price of silence, Edmonds insists, is credibility itself.

Every hire either strengthens or erodes your culture. Edmonds devotes an entire chapter to ensuring new employees align with your organizational constitution from day one. Traditional hiring focuses on technical skills; he flips the script: hire for values first, train for skills second. Culture-fit interviews, transparent communication about values, and immersive orientations protect the culture you’ve worked so hard to build.

Recruiting With Purpose

Your company’s reputation—the “buzz”—precedes you. When you live your constitution, candidates seek you out, as in the case of a client whose job-fair booth attracted lines because word spread that it was a great place to work. To build that magnetism, Edmonds recommends sharing your purpose and values in job postings, interviews, and on your website. Candidates should know what your organization stands for before they apply.

Interviewing for Values Alignment

At least half of every interview should explore a candidate’s attitude toward ethical dilemmas and collaboration, not just skills. Edmonds cites a CEO who tests backbone by intentionally taking a phone call mid-interview. Candidates who later call out the behavior for being disrespectful pass his “respect and courage” test. Culture-fit isn’t about politeness; it’s about shared principles and self-awareness.

Orientation as Cultural Immersion

Orientation shouldn’t end after two days of paperwork—it’s a multi-week cultural apprenticeship. New hires shadow values-driven peers, join recognition rituals, and learn how performance and behavior are coached. Mentoring, Edmonds adds, accelerates belonging. Assign every newcomer a guide who exemplifies the culture. That person becomes the human link between written rules and lived reality.

The Zappos Lesson: Paying People to Quit

Citing Zappos’ innovative program, Edmonds describes how the company offers new hires $2,000 to quit after orientation if they don’t feel aligned. Amazon later adopted a similar incentive. The logic: paying people to leave costs less than keeping misfits who corrode morale. When leaders courageously prioritize alignment over headcount, they protect the long-term health of the “culture engine.”

In Don’t Leave Your Organizational Culture to Chance, Edmonds emphasizes that culture work never ends—it’s a continuous improvement project, not a one-time rollout. Declaring change isn’t change; implementation and iteration are. Like the frogs on the log in his metaphor—five decide to jump, but all five remain—deciding to transform culture and actually doing it are two different leaps entirely.

Long-Term versus Short-Term Thinking

Values alignment doesn’t replace performance; it enhances it. Leaders must teach people that cultivating an inspiring workplace delivers more consistent results than chasing short-term gains. Edmonds provides evidence: clients who fully implement their constitutions see 40% gains in engagement, 40% gains in customer satisfaction, and 35% growth in profit within 18 months. Culture by design yields quantifiable business outcomes.

Assessing Culture Quality

Edmonds’ Culture Effectiveness Assessment (CEA) measures progress across five quality levels—Dysfunction, Tension, Civility, Acknowledgment, and Validation. Validating cultures, the highest level, are defined by high trust, delegated authority, gratitude, and shared ownership. He argues that this instrument provides both a diagnostic and a motivational tool: teams can see where they stand and what excellence looks like.

Sustaining Through Systems

To maintain alignment, leaders must institutionalize the constitution through systems—values-based surveys, hiring criteria, and contribution management processes. Projects like Nozbe, Evernote, or Asana help track ongoing cultural commitments. Key metrics include engagement, profitability, innovation, and customer delight—all of which improve in alignment cultures.

The final message is forward-looking: culture work never reaches a finish line. Like maintaining physical health, it demands vigilance. Once leaders see the link between inspiration and performance, they can’t unsee it. Culture ceases to be a background concern—it becomes the engine of everything.