Personality v's UGRs – What Really Shapes Culture?

Ask most leaders what drives culture, and you'll hear something about "hiring the right people." Fair enough—people matter. But let’s put that idea to the test.

What happens when a negative, blame-oriented person joins a team with strong, positive unwritten ground rules (UGRs)—where people support each other, own their mistakes, and focus on solutions? Do they drag the culture down, or does the culture change them?

And what about the reverse? If an upbeat, solutions-focused individual lands in a workplace where the unwritten rules say, “Don’t stick your neck out,” “Mistakes get punished,” or “Bosses don’t listen”—do they hold their ground, or do they conform?

Personality vs. UGRs: The Battle for Influence

Most people assume personality is a fixed trait. That’s not quite true. People adapt—often unconsciously—to fit the UGRs of their workplace.

If a workplace has strong, positive UGRs, a negatively oriented new hire faces a choice:

Adapt to the way things are done here; or Find somewhere else to work.

The opposite is much trickier. A lone positive voice in a sea of cynicism rarely changes the tide. If the dominant UGRs are negative, the individual will either give up, disengage, or leave.

The Hard Truth for Leaders

Hiring well is important. But it’s not enough. Leaders who think they can create a great culture just by bringing in the "right" people are kidding themselves. UGRs—built over time—shape behaviour far more than any single personality.

The real challenge for leaders isn’t just hiring well—it’s ensuring their UGRs support the culture they want.

So, the question isn’t whether personality drives culture or whether UGRs do. The question is—are your UGRs strong enough to shape the people who join your team? If not, the wrong personality isn’t the problem. Your UGRs are.