Ben Doctor
When we talk about habits in organizations, the focus tends to be mechanical: recurring meetings, checklists, or workflows designed to streamline operations. And while these rituals are essential, they’re rarely enough on their own. Without meaning, habits devolve into empty motions—boxes checked for compliance, not conviction.
The best operational habits aren’t just processes; they’re stories. They’re rooted in a company’s belief system and reinforced by a narrative that makes them feel essential, not obligatory. People don’t follow habits because they’re told to. They follow them because those habits align with something they believe in.
If you want operational habits to thrive, you need to embed them in the broader story of who your company is and what it stands for.
Why habits need meaning
Every operational habit comes with a choice: will this be a practice we do because we have to, or because we believe in it? The difference lies in how the habit is framed.
Take a weekly retrospective meeting. Without meaning, it’s just a task: “We meet every Friday to discuss what went well and what didn’t.” But framed as part of a deeper narrative, that same habit becomes a ritual tied to growth:
“We believe progress comes from reflection. Every Friday, we gather to learn from our wins and failures, ensuring we’re better next week than we were this week.”
That shift might seem subtle, but it’s profound. When a habit is connected to a belief system, it transcends its functional purpose. It becomes part of the company’s identity.
Stories create stickiness
Humans are wired for stories, not spreadsheets. We’re far more likely to adopt habits when they’re tied to a narrative we can internalize. This is especially true in product-led companies, where teams often bristle at anything that feels like unnecessary structure.
Consider the narrative that underpins a culture of documentation. In many companies, documentation is a habit that teams resist, viewing it as busywork. But reframed through a story, it can become a shared value:
“We document everything not because it’s a task, but because it’s a gift to the next person. We believe great ideas shouldn’t live in silos, and documenting our work ensures everyone has access to the insights they need to succeed.”
By connecting documentation to the company’s belief in collaboration and transparency, it becomes more than a checkbox. It becomes a ritual with purpose.
Operational habits as cultural artifacts
Every operational habit tells a story about the culture that created it. The challenge is to ensure those habits reflect the right story.
For example, if a company introduces a daily stand-up meeting without a clear narrative, the habit might signal distrust—“We’re doing this to make sure everyone is working.” But if the habit is framed around connection, it tells a different story:
“In a fast-moving team, it’s easy to lose sight of each other’s work. We meet daily to align, support one another, and ensure no one feels alone in tackling the week’s challenges.”
When teams see habits as expressions of shared values, they’re more likely to embrace them. The habit becomes a cultural artifact—a tangible reminder of what the company stands for.
How to weave storytelling into habits
To embed habits into the belief system of a company, leaders need to think like storytellers. Here’s how:
Define the “why.” Every habit should have a clear purpose tied to the company’s mission or values. Ask yourself: What does this habit say about who we are?
Tell the story early and often. Introduce habits with a narrative that resonates. Reinforce that narrative in onboarding, team meetings, and leadership communication.
Celebrate the behavior, not the checkbox. Highlight moments when habits deliver real impact. For example, instead of praising a team for filling out a project tracker, celebrate how that tracker helped avoid a major delay.
Evolve the narrative as you grow. Stories need to adapt just as habits do. As the company scales, revisit the narratives that underpin your habits to ensure they still feel relevant and inspiring.
Belief drives behavior
Habits alone can create motion, but habits tied to belief create momentum. They give teams a reason to care, a reason to engage, and a reason to do the work even when it’s hard.
The next time you’re thinking about operational habits, ask yourself: What story are we telling with this practice? Is it a story that reflects our values? Is it one people will believe in?
Great operations don’t just streamline work—they shape culture. And culture is ultimately built not on what people do, but on what they believe. The companies that understand this don’t just create habits that stick. They create habits that inspire.
Ben Doctor is the founder of Canvas of Colors, where he helps teams cut through the noise and focus on building great products that matter. With a background in executive roles across user experience, product strategy, and user research, Ben has spent his career simplifying complex challenges and empowering teams to focus on what really matters—creating impact through great user experiences. He's passionate about stripping away unnecessary processes so teams can do their best work with clarity and confidence.
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