A ritual is a habit that has picked up meaning. That is the whole difference: a habit is what you do, a ritual is how you do it, with attention and with intent. Brushing your teeth is a habit. Always brushing before you shower, and finding it odd the other way round, has become a ritual. The reversed-order test is a tool rather than a definition: it points to the place where an action has acquired meaning.
People use rituals to steer their mood: to calm down before a performance, to gear up for a hard task, to wash the workday off. Telling yourself to relax rarely works, because failing at it feels like one more failure. A familiar pattern does work, because it asks for repetition rather than achievement.
In a team, a shared ritual does something extra. People who perform a small ritual together before they start, even something as silly as tapping their shoulders and stamping their feet, rate the work that follows as more meaningful than people who do the same ritual alone. Tea at a fixed hour on a fixed day, closing every meeting by naming one thing a team member pulled off, sharing weekend plans before the agenda: small things, and precisely because they wear in, they start to carry meaning. Fast-growing companies build their whole planning cadence as a series of rituals for the same reason, so everyone knows what each moment means.
Imposed team building beats doing nothing, even when everyone complains: at least they hated it together. A ritual announced from above, six claps and three shouts at the start of every meeting, mostly harvests eye rolls. Let the team invent its own. A leader’s job is to make the room where a ritual can emerge, and then to protect it, consistently.