Toolkit for leaders: culture and mindset

What is culture?

Culture is often the missing piece in transformation efforts – not because people don’t care, but because it can be a slippery fish. It’s intangible, challenging to measure, and difficult to manage through traditional levers like strategy documents or project plans. It’s easy to ignore. But when culture goes unexamined, it can undermine even the best-laid plans.

Unlike a strategy, culture isn’t something you can project-manage into existence. You can write down values or behaviours — and many strategies do. But culture really lives in what people actually do, not just what’s written . It’s an emergent system of habits, assumptions and ways of working that often solidifies unnoticed over time.

“Vestibulum malesuada sed ligula et aliquam. Sed ultricies nunc sagittis facilisis commodo. Aliquam in augue libero. Aenean dignissim massa id elit euismod commodo.”
— Lara Burns

To really understand your culture, you have to look beneath the surface of tools, processes and structures, and start paying attention to the dynamics that play out day to day.

For example:

  • Is digital-era thinking embedded across the organisation, or siloed in a single team?

  • Who is allowed to challenge the status quo, and how is that received?

  • How is risk managed: through avoidance or experimentation?

  • Are new ideas encouraged, trialled, or shut down?

“Mauris placerat libero nisl, nec lacinia tellus luctus ut. Donec mattis orci ut erat tempus, nec accumsan orci dignissim.”
— Tracey Pritchard

Most organisations have a default culture, one that has evolved over time but hasn’t been consciously shaped. That culture may have served you well in the past, but it might not be fit for your needs now or in the future. It might prioritise hierarchy over learning, caution over curiosity, or consistency over responsiveness.

And here's the hard bit: culture evolves whether you're looking or not. But without intention, it tends to evolve in the direction of the status quo. If you're not actively shifting the culture, you're probably deepening the one you already have.

That’s why culture work needs to be visible and strategic.

Change is possible

The good news is that culture isn’t fixed. It’s a living system, and it can be reshaped for your needs.

We’ve seen organisations shift how they work, lead, and deliver by being intentional about their culture. And when the culture is right, everything else — strategy, structure, systems — evolves faster and roots deeper.

A strong culture doesn’t mean everyone agrees on everything. It means people are aligned on how change happens, and why it matters. It creates the conditions for people to show up with curiosity, courage, and collaboration, even when the path isn’t clear.

In these cultures:

  • There’s a shared mindset that change is positive, and that digital tools and ways of working are essential to doing the job better.

  • Leaders model transparency, vulnerability, curiosity, and inclusive decision-making.

  • Silos dissolve and collaboration becomes the default.

  • People challenge the status quo without fear of blame.

  • Failure and risk are seen as part of learning, not reasons to stay silent.

Attitudes and habits to shift

Closed/fixed culture

Open/adaptive culture

Attitude to risk

 Risk is seen as something to avoid. New approaches are only trialled if they’ve already been proven elsewhere. Teams may hide problems rather than surface them, and experimentation feels unsafe or off-limits.
Sounds like:
  • “Let’s see if another charity has proven it works.”
  • “We’ll only do this if you can prove the return.”
 Risk is part of learning. It’s safe and encouraged to experiment — within agreed boundaries. Leaders create an environment where people feel comfortable sharing what didn’t work, and failure is seen as useful data.
Sounds like:
  • “Let’s test this quickly and cheaply and see what we learn.”
  • “Is this safe enough to try?”

Decision making

 Decisions are made by a small group behind closed doors, often without input from those closest to the work or the user. The process feels opaque, and staff have little influence over what’s decided or why.
Sounds like:
  • “We’ll decide this at the SLT level.”
  • “That’s not in your remit.”
 Decision-making is inclusive and transparent. Leaders ask, listen and coach. Frontline teams and users are involved early, and there’s clarity about who decides what and how those decisions are made.
Sounds like:
  • “Let’s speak to the team and see what they think.”
  • “Who else should be in the room for this decision?”

Ownership and accountability

 Accountability is vague. It’s unclear who owns what, so things stall, get escalated unnecessarily, or quietly drift. People avoid taking initiative for fear of overstepping, and hard work often goes unrecognised.
Sounds like:
  • “That’s not really my area.”
  • “Let’s take it to the director’s group.”
 Ownership is clear and shared. People know their responsibilities and feel empowered to act within them. Teams are trusted to deliver and are supported when things go wrong. Credit is shared and accountability is learning-focused, not punitive.
Sounds like:
  • “Let’s move this forward, it’s in our remit.”
  • “We’re trusted to act on this.”

Collaboration

 Teams operate in silos and protect their own goals, audiences or ways of working. Collaboration happens late, often only when things go wrong or when senior leaders force it.
Sounds like:
  • “We’ve done the planning on our side, now marketing just needs to deliver it.”
  • “That team’s digital activity is going to cannibalise ours.”
 Teams work together from the start. They share insights, align goals and design solutions collaboratively. Co-ownership is normal, and challenge is seen as healthy, not personal.
Sounds like:
  • “Let’s co-create this product with the digital and service teams so that we’re centering the user.”
  • “Let’s map out our digital activity so we can see where we can co-ordinate together more.”

Response to change

 Change is seen as risky, disruptive, or exhausting. Teams protect existing ways of working, not always because they think they’re best, but because they fear instability, loss of control, or more work without support.
Sounds like:
  • “We see no reason to change this.”
  • “It’s done this way for a reason.”
  • “People are tired – now isn’t the right time.”
 Change is expected and embraced. Teams are supported with time, headspace and permission to adapt how they work. The mindset is to stay curious, keep learning, and don’t let perfect block progress.
Sounds like:
  • “Things are changing quickly – what are we doing to adapt?”
  • “It doesn’t need to be perfect. What matters is what we learned from it.”

Use of data

 Data is used to justify existing decisions, not to question or learn. Insights that challenge the status quo are ignored or downplayed. Teams may distrust the data, or feel unsure how to use it meaningfully – so it’s sidelined.
Sounds like:
  • “We have data, but we don’t really use it.”
  • “We don’t need more surveys – we already know what people want.”
  • “That doesn’t match what we expected, so let’s park it.”
 Data is used to explore, test and improve. Teams trust it enough to let it challenge assumptions. It’s okay if the data isn’t perfect – what matters is what it tells us. Learning from data is part of everyday decisions, not just big evaluations.
Sounds like:
  • “Let’s look at what the data is telling us – even if it’s uncomfortable.”
  • “We can build on this insight in the next phase.”
  • “What do we need to learn next?”

Communication

 Communication is cautious and top-down. Difficult topics are handled behind closed doors. Teams often feel out of the loop or hear things too late, which creates confusion, mistrust or disengagement.
Sounds like:
  • “We’ve made a decision, please cascade this to your teams.”
  • “We need to get sign-off before sharing this more widely.”
 Communication is open, timely and honest, even when things are uncertain. Leaders share context, admit what they don’t know, and invite dialogue. Feedback flows in both directions, building trust and shared understanding.
Sounds like:
  • “Here’s what we’ve learned so far – keen to hear your thoughts.”
  • “We don’t know the answer, but let’s work together til we get there.”

Mistakes

 Mistakes are rarely acknowledged — not because they’re punished, but because they’re overlooked or quietly fixed. There’s often no clear ownership, so issues drift, and learning is lost. The pace of delivery means teams rarely pause to reflect - and when things go well, recognition is just as rare.
Sounds like:
  • “I think that’s already been fixed – not sure by who.”
  • “We don’t have the time to reflect or evaluate.”
 Mistakes are seen as a natural part of progress. Teams reflect openly on what didn’t work and treat failures as valuable learning moments. There’s psychological safety to raise issues early, and leaders model this by owning their own missteps.
Sounds like:
  • “This didn’t perform the way we expected – what can we learn from this?”
  • “Let’s have a retro on this project to share what worked and what didn’t.”

Innovation

 New ideas need senior approval and a detailed business case. Innovation feels high-risk and tightly controlled. Unless an idea has worked elsewhere, it’s unlikely to gain traction. Teams may stop suggesting ideas because they don’t see them go anywhere.
Sounds like:
  • “Can you write a business case and show that it will be profitable?”
  • “We don’t have capacity for new ideas – we’re already stretched.”
  • “It’s not in the budget, so we can’t consider it.”
 Innovation is encouraged at every level – not just approved at the top. Small-scale testing is supported with time, budget and trust. Leaders create space for staff to propose, trial and improve new ideas, without needing everything to be proven up front.
Sounds like:
  • “This is a great idea – how can we test this?”
  • “Here’s a dedicated budget you can use for testing.”
  • “It doesn’t have to be perfect – let’s try something small and see what happens.”

Delivery & implementation

 Delivery is based on fixed, upfront plans, often agreed before anything is built. Testing happens too late to change course. Teams feel pressure to “get it right first time,” and adapting mid-project is discouraged or requires senior sign-off.
Sounds like:
  • “We need to finalise everything before we build.”
  • “This didn’t work, so let’s pull the plug and move on to a new product.”
  • “Let’s evaluate once it’s finished.”
 Delivery is flexible and learning-led. Teams test and adapt in real time, making small improvements as they go. Leaders trust teams to make changes during delivery based on what they’re learning - not just what was planned.
Sounds like:
  • “Let’s launch a pilot and learn as we go.”
  • “What do the early results tell us?”
  • “We can improve this in the next sprint.”

Goals

 Goals are set in silos, often without reference to past data, available resources, or cross-team impact. Targets are fixed early and treated as non-negotiable, even when circumstances shift. Success is measured by whether numbers are hit – not whether value was created. Teams may feel pressure to do more with less, with little room to challenge what's been set.
Sounds like:
  • “You hit your goals last year, so let’s increase them.”
  • “Just deliver what’s in the plan.”
  • “We can’t change it now — it’s in the board paper.”
 Goals are shaped collaboratively and grounded in data, capacity and context. They’re ambitious but adaptable – designed to guide, not punish. Progress is tracked not just in outcomes, but in insight gained. Reflection and adjustment are part of the process.
Sounds like:
  • “What does the data suggest is realistic and valuable?”
  • “Let’s revisit the goal based on what we’ve learned.”
  • “How do we define success in a way that builds trust and momentum?”

Culture is a set of observable, influenceable behaviours that you can identify and address. Here’s how they might show up in different types of cultures.

(Note - if you’re on mobile, you can scroll vertically along this table.)

How to get started

Most importantly, culture accelerates transformation. When teams are aligned around a clear, compelling vision for change, and when leadership models this behaviour, they show up differently.

There’s no one-size-fits-all. In some contexts, like crisis response or high-risk services, a more cautious, control-oriented culture can be appropriate. The point isn’t that every culture must be agile or tech-forward. The point is that your culture should be fit for your purpose, and intentionally shaped to support your mission in today’s world.

You don’t have to change everything overnight. But you do need to be brave enough to name what’s not working, consistent enough to role-model what you want to see, and committed enough to keep going even when it’s uncomfortable.

  • It’s important to contextualise cultural change, so that your teams understand what’s being asked of them and why. Develop a narrative around where your charity is going, why it needs to change, and what you need the teams to do to support this. Here’s a great resource for how to get started.

    Get your teams invol    ved as well – participatory sessions can help people identify the behaviours and norms they endorse and support that will drive success, and the ones that will hold it back.

  • Culture shifts when leaders treat it as part of the work. It starts with noticing what’s already working and being intentional about reinforcing it. When you make culture visible, discuss it openly, and lead by example, you create the conditions for meaningful change.

    Practical actions:

    • Bring culture out into the open: expose and share the behaviours you want to see, reward examples when you see them, and talk openly about what’s getting in the way. Don’t leave culture to chance: build it consciously and methodically.

    • Make culture a deliberate, integral part of transformation work: it’s crucial to the change you’re driving, so it’s something to be protected. Build cultural goals and reflections into your recruitment, digital, strategy or service transformation programmes.

    • Start with what’s already working: you don’t have to start from scratch. Build on existing energy and celebrate the good examples that already exist – don’t just highlight problems that need to be solved. Look for teams, projects or individuals already working in collaborative, open or adaptive ways and amplify their work.

    • Create a team or organisation charter: co-design this with staff to articulate the behaviours and values you all want to live by. Embed this into your day to day conversations, assessments and check ins.

    • Reflect and revise: create a rhythm for reflection and accountability, like retrospectives. These should be safe spaces to reflect on how you’re working together, and give you an opportunity to revisit and refine behaviours and mindsets.  Commit to small, visible changes each time. Share wins and losses openly: cultural change requires the whole organisation to move together.

  • If you want your organisation to be more open, curious or collaborative, those behaviours have to be visible at the top too. Leaders don’t just influence culture, they set it. But culture needs to also come from the bottom. There are key thinkers, doers and influencers across your organisation who may not be in positions of leadership, but have the trust and support of teams.

    Real change happens when leadership teams recognise their own role — and the role of key thinkers, doers and influencers — in shaping and unblocking the culture they want. That means taking responsibility, showing vulnerability, being willing to adapt to the ideal behaviours your team is already showing.

    “Culture change needs to happen top down and bottom up – real change won’t happen with either/or.” – Eleanor Gibson, Tilt

    Practical actions:

    • Identify behaviours, not just values: Values can be really abstract. Words like ‘Respect’ and ‘bravery’ look good plastered across your foyer wall, but everyone might interpret these differently. Values don’t identify specific actions, or tell people what they need to do differently. On the other hand, behaviours are observable: they can be seen, coached, praised and repeated. Identifying them also creates accountability, so teams can hold each other to these standards. Over time, repeated behaviours can build into the habits that underpin culture.

      in practical terms, identifying your values isas much about saying “we don’t want people to do this” as much as it is about “we want people to do that.” This can be co-designed with your team to find a version that works for everyone.

    • Start with ownership: acknowledge that your leadership team is a big factor in cultural change.Your staff need to understand the role they play in change, what they can do to contribute, and why it’s important for the overall success of the charity. Employees can be resistant to change if the directive is coming straight from leadership, so bringing in thought leaders to give talks or running workshops can help build momentum and empowerment.

    • Champion behaviours you want to see:  Everyone needs to step up as well, at all levels of the organisation. Point out and celebrate examples of behaviour that aligns with your culture.

    • Lead by example: curiosity, openness, trust, collaboration are key elements of a successful transformation. Model the behaviour that you want to see by asking questions, bringing people to the table, and trusting your team to be part of the process.

    • Grow as a team: instead of rewarding individuals for good behaviours, consider rewarding team efforts. This inspires teams to work collaboratively and cohesively, owning wins and losses together and keeping each other accountable to their progress.

    • Narrate your decision-making: explain out loud why a decision is being made, especially when you’re balancing competing priorities. This builds trust, grounds the norms you’re trying to create in logic and reason, and helps others learn.

    • Be vulnerable in the open: it’s okay not to have all the answers, and to understand that you’re not going to be perfect. Vulnerability is vital to building trust and openness. Talk about what you don’t know, where you’re learning, who you’re learning from, or what mistakes you’ve made along the way – but contextualize this within the goal you’re trying to get to. Set the tone for psychological safety, and your teams will follow.

    • Create space for personal development: leadership coaching for leaders can help them to strengthen skills in critical reflection, accountability, and clarity of communication. Training your leaders to coach on behaviour can help them better unlock cultural change.

    Ask yourself regularly:


    “What am I currently doing that might be getting in the way of the culture I want to see?”


    “Where do I need to unlearn or evolve how I lead?”

  • Key to making culture change stick is following through on the things you’ve said matter, making space for experimentation, and treating culture not as a one-off push, but as an ongoing practice.

    Shifting culture takes time. But small, deliberate, consistent actions, especially from leadership, compound over time into new norms. That’s how you create a culture that supports collaboration, innovation and change.

    Practical actions:

    • Focus on how people work, not just what they do. Culture lives in how decisions are made, how people collaborate, and how conflict is handled. Prioritise process, not just output, checking in on how things progress and how the team’s worked together to make things happen. Process, not outcomes, are where behaviours can really take shape and become embedded.

    • Ringfence time, budget and support for new ideas. People notice what gets prioritised and protected, and if innovation doesn’t have space, it quietly dies under business-as-usual. Protect that space with staff time, test budgets or dedicated tools. Assign sponsors to back promising ideas and help them grow. Build in time to reflect, share learning and celebrate effort – not just outcomes.

    • Give new ideas direction with a shared ‘north star’
      Encouraging innovation doesn’t mean chasing novelty. Ground new ideas in a shared sense of purpose – like your Theory of Change, strategic priorities or learning goals. When everyone knows what you’re trying to achieve, it’s easier (and safer) to bring focused, relevant ideas to the table.

    • Close the loop when people speak up. Nothing kills curiosity faster than silence. If someone flags a challenge or asks a hard question, follow up – visibly. Show your team that reflective thinking and honest feedback leads to real action. Play back what you heard, what you’re trying, and what you’re parking (and why). This builds trust, momentum and accountability.

    • Build a culture of shared problem-solving
      Listening doesn’t mean fixing everything. Empower teams to own the change they want to see. When staff raise challenges, invite them to be part of the solution, or lead it outright. This builds confidence, initiative and distributed leadership. Leaders don’t need all the answers, but they do need to back others to act.

    • Involve people in decision-making, especially when it comes to how the organisation works, not just what it does. Culture grows through shared ownership, not just compliance.

  • Your internal culture and your external face — your brand and your content — should be two sides of the same coin: the essence of who you are as an organisation. Internal cultural change is more likely to work if it’s explicitly connected to who and what you are as an organisation.

    Additionally, your brand and your content are much more likely to connect with people and to be seen as authentic, if they are rooted in the ways your staff think, behave and interact with each other.

    Practical actions:

    • Extend your brand essence into internal behaviours. If your brand says that you’re a brave disruptor, how does this translate into internal behaviours?

    • Work as a team to draw connecting lines. Getting people inside your organisation to think about how their ways of working and behaving are part of a bigger picture will create a sense of ownership. It will also create stronger bonds across the organisation and help root your culture.

    “Quote quote quote” - Richard Craig, former COO of Enthuse

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