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The Culture Code: The Secrets of Highly Successful Groups

The Culture Code: The Secrets of Highly Successful Groups

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  • Create Date：2021-04-20 10:52:26
  • Update Date：2025-09-06
  • Status：finish
  • Author：Daniel Coyle
  • ISBN：1847941273
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Summary

THE NEW YORK TIMES BESTSELLER

'A marvel of insight and practicality' Charles Duhigg， author of The Power of Habit
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How do you build and sustain a great team？

The Culture Code reveals the secrets of some of the best teams in the world - from Pixar to Google to US Navy SEALs - explaining the three skills such groups have mastered in order to generate trust and a willingness to collaborate。 Combining cutting-edge science， on-the-ground insight and practical ideas for action， it offers a roadmap for creating an environment where innovation flourishes， problems get solved， and expectations are exceeded。

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'There are profound ideas on every single page， stories that will change the way you work， the way you lead， and the impact you have on the world。 Highly recommended， an urgent read。' Seth Godin， author of Linchpin

'Truly brilliant 。 。 。 Read it immediately' Adam Grant， author of Originals

'Well told stories， with actionable lessons' Financial Times

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Reviews

Ashley ，

Recommend whole team reading this！

Christine Woods ，

Well-articulated， accessible， broad strokes analysis of successful group cultures。 Identifies key traits and actions common among highly functional organizations and suggests adoption of these in actionable punchlists。

Bryan ，

Succinct and practical advice for collaboration。

Ramon ，

I enjoyed the examples the author used to explain his different success stories。 However， I would still think that it is very difficult to put some of his examples into place。 In the simplest example you would need to be able to identify the person who has the magic to accomplish the task。 His term of making people vulnerable and allow people to be creative and to grow was misleading。 The first example was a project performed by a number of groups including MIT students and some kindergartners。 I enjoyed the examples the author used to explain his different success stories。 However， I would still think that it is very difficult to put some of his examples into place。 In the simplest example you would need to be able to identify the person who has the magic to accomplish the task。 His term of making people vulnerable and allow people to be creative and to grow was misleading。 The first example was a project performed by a number of groups including MIT students and some kindergartners。 The kindergartners performing better than the other groups。 My issue being in business for 30 years is that you don't always have time to perform experiments and the people continue to change and your ideas need to revise and sometimes it works and sometimes it doesn't work。 Another obstacle is the company objectives are fluid。 Even as a company like Johnson and Johnson that has a credo on the wall， must continue to reinvent themselves， constantly fending off competitors and continue to be innovative everyday。 Their approach needs to change according to the task at hand。 As much as I enjoyed the book I would have a hard time recommending the book for the simple fact that the ideas must be taken with a grain of salt。 Of course that is contrary to the point of the book。 。。。more

Jenny ，

This book spurred on some interesting conversations！ It was enjoyable to read， but then I came across a chapter that seemed biased and a couple of 'faulty' details and before I knew it I was questioning the perspective even though it was just more a matter of opinion。 But overall I really liked it and found it interesting。 Chapter 12， his ideas for action were brilliant and how he brought it all together was my favorite part。 This book spurred on some interesting conversations！ It was enjoyable to read， but then I came across a chapter that seemed biased and a couple of 'faulty' details and before I knew it I was questioning the perspective even though it was just more a matter of opinion。 But overall I really liked it and found it interesting。 Chapter 12， his ideas for action were brilliant and how he brought it all together was my favorite part。 。。。more

Jodi Menees ，

I am always looking for good professional development books and this one fits the mold。 The stories are all from companies that are well known and they are simple enough to begun applying on the job right away。 The book was a quick read and was divided into 3 parts to make tacking the skills easy。

Alyssa Foll ，

A fantastic read about belonging， vulnerability， and purpose-driven groups。 I appreciated the hundreds of examples ranging from the Navy SEALS to Pixar to restaurants in NYC。

Hollie Brown ，

Actionable and engaging book throughout - I often don’t enjoy the epilogues of career books like this as I find them very self-serving， but I loved that the author drew together lots of the learnings into a single story that brought together some of the “ideas to action” in the meat of the book。

Nelson Zagalo ，

O livro "The Culture Code" （2017） de Daniel Coyle fez-me lembrar "Blink" （2005） de Gladwell， pelo modo como discute algo tão presente na nossa realidade mas que temos imensa dificuldade em especificar e enunciar。 Se Gladwell tentava definir o que torna o olhar de um especialista diferente， o modo como a sua capacidade percetiva imbuída de saber e experiência vai além do que é evidente。 Coyle， procura definir aquilo que emerge da cola entre humanos quando interagem e faz com que juntos sejam mais O livro "The Culture Code" （2017） de Daniel Coyle fez-me lembrar "Blink" （2005） de Gladwell， pelo modo como discute algo tão presente na nossa realidade mas que temos imensa dificuldade em especificar e enunciar。 Se Gladwell tentava definir o que torna o olhar de um especialista diferente， o modo como a sua capacidade percetiva imbuída de saber e experiência vai além do que é evidente。 Coyle， procura definir aquilo que emerge da cola entre humanos quando interagem e faz com que juntos sejam mais do que a mera soma dos indivíduos。 Ambas à superfície parecem dotadas de alguma magia， por não serem facilmente explanáveis nem racionalizáveis。 O que é também interessante é o facto de Coyle ter feito anteriormente um trabalho soberbo na análise do talento individual， em “The Talent Code” （2009）， e ter-se visto aqui obrigado a concluir que o talento dos indivíduos não é a força motriz do talento dos grupos。 。。。。。。 continua no Virtual Illusion:https://virtual-illusion。blogspot。com。。。 。。。more

Cecilia ，

4。5/5

KJ Jones ，

I was assigned this book as a part of my new school’s professional development。 And it’s just another book about leadership through building culture with no unique and novel ideas。 There are better books about leadership that are written by more diverse voices that would be better choices than this book。

Sandra ，

A lot of interesting stories of successful groups and what makes them so successful。 It guides you though why creating a culture is so important and will give you in the end the best results。 I think we should all read it （。。just saying 😄）

Margo ，

I absolutely loved this book！ I found it fascinating and so applicable to multiple aspects of life。 Anyone who is trying to influence a group of people to work hard should read this book！ Highly applicable in schools for both teachers and administrators working to unify classrooms or school work environments。 I will undoubtedly refer to the examples in this book when explaining concepts of efficient cultures many times in the future！

MTMD ，

Gifted by a leader successful at recreating the dreamy culture described in the book。 Good read for new leaders / managers

Nancy Chaffer ，

Easily， one of the best non-fiction books I have read。 Every leader must read this book。

Jozef Michalovčik ，

Very good books full of practical ideas and examples（pixar， seal team，。。。） how to improve company communication， collaboration ~> culture ~> results。Suitable for not wannabe leaders but for anyone working in a teams and who cares about kaizen。

Kat Riethmuller ，

This review has been hidden because it contains spoilers。 To view it， click here。 You can easily spot the results of a strong group culture。 The Pixar movie studio produces hit after hit， the San Antonio Spurs win five NBA championships under coach Gregg Popovich and restaurateur Danny Meyer consistently beats the odds by having launched 24 successful restaurants since 1985。 US Navy SEAL teams operate in fluid unison on the most daring and dangerous missions。 Best-selling author Daniel Coyle believes that forming the bedrock of a strong team culture requires having the specif You can easily spot the results of a strong group culture。 The Pixar movie studio produces hit after hit， the San Antonio Spurs win five NBA championships under coach Gregg Popovich and restaurateur Danny Meyer consistently beats the odds by having launched 24 successful restaurants since 1985。 US Navy SEAL teams operate in fluid unison on the most daring and dangerous missions。 Best-selling author Daniel Coyle believes that forming the bedrock of a strong team culture requires having the specific skills to “build safety，” “share vulnerability” and “establish purpose。” Coyle devoted four years to cracking the conundrum of what makes a culture great by taking a deep dive inside some of the world’s most successful groups。 He brings his ideas alive with an abundance of stories and real-world examples， making the book eminently readable。 getAbstract finds that business leaders and students will gain useful， applicable insights about team-building and corporate culture from Coyle’s report。He cites the SEALs and other high-performance groups to explain how their skills build unity and collaboration， proficiencies every organization wants to develop。 Coyle writes in an engaging， accessible voice that only occasionally descends into gee-whiz boosterism。 His admiration for the organizations he cites might blind him slightly to the larger implications of， for example， the missions pursued by the SEALs and Google。But Coyle seeks to understand glue and inspiration。 And he does a remarkable job。 Large companies， two-person partnerships and all organizations in between can benefit from reading， learning and applying the techniques Coyle discovers and details。Coyle offers these examples and lessons:1。 A strong culture springs from three critical skills。Every organization strives for a strong and positive group culture， but achieving this goal remains elusive。 Research into the world’s most successful groups reveals that the foundations of a thriving group culture include the necessary skills to “build safety， share vulnerability” and “establish purpose。”2。 “Belonging cues” make group members feel safe。Successful groups share chemistry for what scientists describe as belonging cues， which convey that group members are secure through physical closeness， maintained eye contact， positive energy， welcoming body language and inclusion。 The cues create psychological safety， a sense of belonging humans innately seek。 High-performing groups result from behavior that sends the powerful message， “You are safe and connected。” Here， Coyle demonstrates the core strength of his research: that simple human virtues drive success and that everyone seeks and needs to feel acceptance from their peers。Consistent and repeated small behaviors and belonging cues build safety over time。 Leaders should listen intently and “overcommunicate” to affirm what they hear。 Thank people excessively。 Hire with care。 Give every employee a voice， and “embrace fun”; laughter signals social safety。 Coyle describes how the brain’s amygdala responds to threats and looks out for danger。 It also builds social connections。 When your brain receives belonging cues， the amygdala forges social bonds that strengthen with repeated signals over time。 Continual signals of safe connection promote a positive group dynamic。3。 People working near one another facilitates connection。Zappos， the successful online shoe retailer founded by Tony Hsieh and sold to Amazon in 2009， has the reputation of being a great place to work and having an amazing company culture。 Hsieh focuses on what he calls “collisions，” serendipitous staff interactions that foster creativity， collaboration and growth。 Coyle reveals that Hsieh’s philosophy aligns with the work of MIT professor Thomas Allen， who discovered that the location of members’ desks is a major predictor of a team’s success。 Allen found that having people work in close proximity facilitates communication and connection。 Hsieh brings people together and trusts them to solve challenges and move forward。 Coyle cites the research he diligently uncovered， but unlike many authors， he never belabors the data。 Instead， he consistently uses them to illuminate the emotional underpinnings of group success。4。 Vulnerability fuels cooperation。To build vulnerability， Coyle says， leaders should demonstrate their own weaknesses， overcommunicate what they expect from their team， listen openly， avoid stating conclusions at the beginning of a discussion and “embrace the discomfort” of talking about hard truths。Vulnerability precedes trust; trust doesn’t beget vulnerability。 Conveying vulnerability through brief social interactions sends a clear signal that you could use some help。 The receiver empathizes with an admission of weakness and comes to assist。 Harvard organizational behavior researcher Jeff Polzer spots the moment people let their guard down and begin to trust。 He calls the interaction the “vulnerability loop。”5。 Sharing vulnerability through repeated difficult activities leads to team coherence。Group members who endure challenging circumstances over and over again together become acclimated to showing vulnerability and working through it as a team。 Coyle cites US Navy SEAL team trainees who undergo a Hell Week that features four-mile ocean swims， 10-mile runs， and other grueling exercises。 All training is team-based and ignores the normal hierarchy between officers and enlisted men。 In one particularly grueling maneuver， for example， six trainees perform a unique telephone pole–lifting exercise。 Coyle describes how – by necessity – this fosters vulnerability and cooperation。SEAL Dave Cooper created highly successful teams by overcoming authority bias via clear cues that drew group members toward connection and cooperation。 He eliminated titles， continually asked team members for input and pushed everyone to speak up。 In March 2011， Cooper and another Team Six leader embarked on the task of taking out al-Qaeda leader Osama Bin Laden。 Cooper had concerns about using stealth helicopters so he relentlessly trained his team for downed-helicopter scenarios。 As he feared， one of the team’s helicopters crashed。 Cooper said that his team “didn’t miss a beat。”6。 Thriving groups share a strong sense of purpose。Group members will cohere around a mutual purpose and a shared goal。 High-purpose environments nurture this togetherness with repeated， small signals that link present activities with a stated objective。  Coyle reminds leaders that intimate communication is more effective than corporate sloganeering。How quickly a team learns and improves indicates the success of its culture。 In 1998， Harvard researchers measured and compared how fast 16 surgical teams learned a new heart surgery technique。 The teams that learned most quickly and efficiently weren’t those with the most experience， the most famous surgeons or the deepest organizational resources。 Rather， the most successful teams shared the strongest sense of purpose。 They connected members to the purpose of the work through patterns of signals。 They framed the procedure as a learning opportunity that would benefit patients and the hospital。 Team leaders told members how their roles contributed to team success and encouraged them to speak up。 They practiced the new technique and analyzed their performance after every surgery。 Coyle cites the efficacy of frank after-event discussion。  Intended carriage return？To set a new bar， identify your top priorities companywide， use catchphrases that reinforce those priorities and focus on employee behaviors that fulfill the firm’s purpose。7。 Leaders can foster consistent performance and high creativity。To help team members perform consistently， foster a high-proficiency culture。 To help them innovate， foster a high-creativity environment。 Coyle says to encourage creative skills， enable your team to build something entirely new。 He cites “creative engineer” Ed Catmull， president and co-founder of Pixar， who views innovative projects as cognitive challenges entailing thousands of choices and ideas。 His role as the creative leader is to oversee a team’s dynamics; protect its autonomy; and provide the tools it needs to make mistakes， regroup and design the best product possible。 Catmull values people more than ideas。 。。。more

Derek ，

If you're looking for a book on building teams that isn't a dry business book then this is the book for you。 This book chronicles many examples of successful teams and demonstrates techniques for building new teams or reforming existing teams into highly successful groups with real life stories and examples。 With really engaging success stories this book will feel like a pleasure read but bring real life business value。 If you're looking for a book on building teams that isn't a dry business book then this is the book for you。 This book chronicles many examples of successful teams and demonstrates techniques for building new teams or reforming existing teams into highly successful groups with real life stories and examples。 With really engaging success stories this book will feel like a pleasure read but bring real life business value。 。。。more

Christy ，

Audiobook

India Mackinson ，

Just be nice and honest， and don’t worry about your status。

Karly ，

I was so vibing with some parts， others I could not vibe with。 I'm very skeptical of imitating billionaires and corporations like Zappos and Pixar。 I was grateful when Coyle chose other anecdotes。 Some of the anecdotes were very inspirational， and a lot of the tips made a lot of sense and would be easy to implement。 I was so vibing with some parts， others I could not vibe with。 I'm very skeptical of imitating billionaires and corporations like Zappos and Pixar。 I was grateful when Coyle chose other anecdotes。 Some of the anecdotes were very inspirational， and a lot of the tips made a lot of sense and would be easy to implement。 。。。more

Omar Fernández ，

Yellow highlight | Location: 425Cohesion happens not when members of a group are smarter but when they are lit up by clear， steady signals of safe connection。Blue highlight | Location: 801I’m giving you these comments because I have very high expectations and I know that you can reach them。Blue highlight | Location: 893It is easier to get into Harvard than to get a job at Zappos。Note:Why do people equal acceptance rate with how easy it is to get something？ Harvard only gets apllicants that pay a Yellow highlight | Location: 425Cohesion happens not when members of a group are smarter but when they are lit up by clear， steady signals of safe connection。Blue highlight | Location: 801I’m giving you these comments because I have very high expectations and I know that you can reach them。Blue highlight | Location: 893It is easier to get into Harvard than to get a job at Zappos。Note:Why do people equal acceptance rate with how easy it is to get something？ Harvard only gets apllicants that pay a fee to apply， are college seniors， and where some level of self selection has already happened。 Anyone can apply to a job at Zappos。Blue highlight | Location: 1，920When I visited groups for this book， I met a lot of people who possessed traits of warmth and curiosity—so many， in fact， that I began to think of them as Nyquists。 They were polite， reserved， and skilled listeners。 They radiated a safe， nurturing vibe。 They possessed deep knowledge that spanned domains and had a knack for asking questions that ignited motivation and ideas。 （The best way to find the Nyquist is usually to ask people: If I could get a sense of the way your culture works by meeting just one person， who would that person be？） If we think of successful cultures as engines of human cooperation， then the Nyquists are the spark plugs。Yellow highlight | Location: 2，121In Conversation， Resist the Temptation to Reflexively Add Value: The most important part of creating vulnerability often resides not in what you say but in what you do not say。 This means having the willpower to forgo easy opportunities to offer solutions and make suggestions。 Skilled listeners do not interrupt with phrases like Hey， here’s an idea or Let me tell you what worked for me in a similar situation because they understand that it’s not about them。 They use a repertoire of gestures and phrases that keep the other person talking。 “One of the things I say most often is probably the simplest thing I say，” says Givechi。 “ ‘Say more about that。’ ” It’s not that suggestions are off limits; rather they should be made only after you establish what Givechi calls “a scaffold of thoughtfulness。” The scaffold underlies the conversation， supporting the risks and vulnerabilities。 With the scaffold， people will be supported in taking the risks that cooperation requires。 Without it， the conversation collapses。Pink highlight | Location: 2，166Performance evaluation tends to be a high-risk， inevitably judgmental interaction， often with salary-related consequences。 Development， on the other hand， is about identifying strengths and providing support and opportunities for growth。 Linking them into one conversation muddies the waters。Pink highlight | Location: 2，740There is no blame or judgment in his gaze， only a quiet satisfaction born of clarity。 We made some mistakes with this building， and now we know that， and we are slightly better because we know that。Yellow highlight | Location: 2，857We put in some new systems， and they learned new ways of interacting。 It’s strange to think that a wave of creativity and innovation can be unleashed by something as mundane as changing systems and learning new ways of interacting。 But it’s true， because building creative purpose isn’t really about creativity。 It’s about building ownership， providing support， and aligning group energy toward the arduous， error-filled， ultimately fulfilling journey of making something new。 。。。more

Viktoriya Chuchumisheva ，

As this book is referred to a lot， I had heard some concepts and my expectations were really high。 Having said this， my expectations were not met。 I found familiar examples and known concepts。

Shu ，

Accessible and engaging， this book is my top pick this year so far to add to my company's library for anyone in a leadership role， especially those who usually find my other selections too theoretical and stodgy。 =P“。。。the number-one job is to take care of each other。” --- Danny Meyer Accessible and engaging， this book is my top pick this year so far to add to my company's library for anyone in a leadership role， especially those who usually find my other selections too theoretical and stodgy。 =P“。。。the number-one job is to take care of each other。” --- Danny Meyer 。。。more

Kari Frantz ，

One of the best books I've ever read。 I just finished it this weekend and already want to start re-reading it， which I knew would be the case just after reading the first chapter。 There are so many great takeaways from this one and as always， Daniel Coyle brings superb writing and editing to his work。 His structure in storytelling and sharing his research allows the reader to fully absorb every insight。 This is a must read， particularly for anyone looking to develop as a leader or teammate。 Also One of the best books I've ever read。 I just finished it this weekend and already want to start re-reading it， which I knew would be the case just after reading the first chapter。 There are so many great takeaways from this one and as always， Daniel Coyle brings superb writing and editing to his work。 His structure in storytelling and sharing his research allows the reader to fully absorb every insight。 This is a must read， particularly for anyone looking to develop as a leader or teammate。 Also a great read for anyone studying writing structure and storytelling。 。。。more

Rachel Laird ，

Every leader should read this！ So many great examples and tips on building a thriving culture。

Lisa ，

Starts off very promisingly but could easily have been a shorter book。 Too many long-winded anecdotes which feel endless。 It's far too tiresome to try and remember the names of all those characters in his long anecdotes。 Like many of these 'thought leadership' books， it would have benefited from some tighter editing。 Starts off very promisingly but could easily have been a shorter book。 Too many long-winded anecdotes which feel endless。 It's far too tiresome to try and remember the names of all those characters in his long anecdotes。 Like many of these 'thought leadership' books， it would have benefited from some tighter editing。 。。。more

Mirana Reads ，

I really liked reading this book。 Even though it's a non fiction it's written in a creative way。 By no time I was at page number 40。 That rarely happens to me。 I realized the author did a lot of research and work not just in the subject matter but also in creative nonfiction。 I'm glad I read this book。 I really liked reading this book。 Even though it's a non fiction it's written in a creative way。 By no time I was at page number 40。 That rarely happens to me。 I realized the author did a lot of research and work not just in the subject matter but also in creative nonfiction。 I'm glad I read this book。 。。。more

Mirwais Wakil ，

A useful rather human emotion based book on the cultural intricacies of the business world。

Carla Bass ，

This book work club selection -- ironically made right before the Covid-19 pandemic -- advocates lots of in-person， close communication in groups。 While that is no longer possible， many of the same concepts about how to manage conversations and work in groups were very helpful。

Reference

google book https://www.google.com/search?tbm=bks&q=The Culture Code: The Secrets of Highly Successful Groups

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=The Culture Code: The Secrets of Highly Successful Groups&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,The Culture Code: The Secrets of Highly Successful Groups&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0