Reflections on Culture

“You set the tone, Carter”

Dr Mark Greene, ER, Season 8, Episode 18

ER is a series I return to for that feeling of familiarity, comfort and nostalgia. I grew up with the characters; watched Dr Carter fail and learn, grieved the death of Dr Greene as if I knew him, (I did, he just happened to be fictional) and saw Abby Lockhart become the doctor she so deserved to be after a series of struggles. The popularity of The Pitt (equally brilliant and incredibly gripping) has reminded me of where I first considered the importance of leading for culture. This simple line, uttered by the wonderful Dr Greene (I can feel the lump in my throat now as I recall the moment) captures the weighty responsibility of leadership.

In an Emergency Room the culture is arguably particularly significant as the workforce are literally steeped in life or death situations and decision making. I am loving The Pitt Season 2 currently as the culture baton is being passed from one leader to another, to support a sabbatical. No spoilers here!

For those of us in the business of educating children, being guardians of their welfare and supporting their families, the tone we set creates the ripple that every child, young person or family member will experience and will determine their levels of trust, faith in our people and belief in themselves.  

I am extremely privileged to have been afforded the opportunity to lead cultural change. Any leadership role places the postholder in a position of ‘setting the tone’. The culture of the settings we lead will exist, whether we are intentional about creating them or not. 

I could pretend I have always got this right, but the truth is I have needed to listen carefully, practice humility and be alongside great leaders (not always in title or status) to help to influence or change an organisational culture. 

Culture, in this context, refers to the shared values, beliefs, and behaviours that shape the environment and influence how individuals interact and perform. When leaders embark on a journey to hone, create or alter organisational culture, it can be both joyous and perilous. 

I have found that it is incredibly important to hold on to hope and adopt an unerring focus on how the desired culture will make a difference for babies, children and young people and their families as well as the people who work with you. Culture change can be slow and not easily earned as it seeps into thoughts, deeds and words until it becomes ‘the way of doing things around here’.

The research on effective cultural change will often place a shared vision as the north star of the culture piece, and nobody can argue that a sense of what we want to be and what we stand for in an organisation needs to be explicit. 

But further unpacking of how effective cultures are created leads us to the importance of psychological safety for all who are part of an organisation. For me, this links strongly to the notion of Belonging - more on that in a separate blog. 

For those of us in public service, with the wellbeing of children as our end goal, this must include the psychological safety of who we are here to serve, including their families.

This means a culture where people feel comfortable speaking up, and strong signals to all that they are accepted and respected. One of the most important elements of the research shows that sharing of vulnerability is key to successful cultures that bring about lasting change. In his book The Culture Code, Daniel Coyle talks about culture being built through small interactions and consistent behaviours such as listening attentively, showing appreciation, and providing constructive feedback. His central argument is that exceptional group performance is not about talent, but about alignment and connection around a meaningful mission. 

And of course, many of us are familiar with Peter Drucker’s statement that “Culture eats strategy for breakfast.” The notion being that it is habits, values and behaviours that drive successful delivery of any strategy. 

In having the lovely job of leading culture for Navigate, this enables me to come alongside our people here, as well as anyone we support, to enable time for reflection on the cultures we are part of, the cultures we create and how we lead to great effect for the ultimate benefit of babies, children and young people. 

I love the opportunity to do this and it has been an honour to meet many of you working with us, to witness the stellar work you are undertaking to service children well, and to come alongside you in kindness. 

Fostering a positive culture can enhance well-being, improve performance, and strengthen community relationships. For me, positive and intentional cultural leadership has made the biggest difference in sustaining good outcomes for children and families. A strong, embedded positive culture enables a safe place for people to be at their very best, to live their values and to feel they have worth.