When organisations talk about culture, it can easily sound abstract – values on a wall, slogans in an induction pack. But culture isn’t built by words; it’s built by what people experience every day.

At the latest B4 People Ecosystem that I facilitate, I asked Megan Carter, Head of People at Blenheim Palace and Pye Homes, to join us to explore how leaders can build cultures that enable high performance, adaptability, and belonging – even amid constant change.

1. Human-first leadership

We started by acknowledging a truth that’s often overlooked: leadership is human work. When leaders are open and vulnerable – when they “say the truth with kindness” – they create psychological safety.

That honesty reduces anxiety, stops the rumour mill, and builds trust. People don’t expect leaders to have all the answers, but they do expect them to be real.

2. Listening that leads to action

Gathering feedback isn’t the hard part – acting on it is. The simple but powerful “You said → We did” approach transforms how teams feel heard.

Even small organisations benefit from regular surveys or informal listening. What matters most is visible follow-up. Listening without action damages credibility faster than not asking at all.

3. Culture and belonging

Culture lives in the small things: routines, conversations, and consistent behaviours. Belonging grows when people can share their stories and feel seen for who they are, not just what they do.

As leaders, it’s about walking the talk – showing up in ways that reinforce shared values and help people perform at their best.

4. Communication and connection

In-person connection still matters. We heard how many teams are grappling with post-COVID drift – where small irritations or lapses in etiquette reflect a deeper disconnect.

For some, the challenge is reaching staff who work remotely or on the move, such as drivers. Connection doesn’t have to be grand; it just needs to be intentional.

5. Insights from Blenheim Palace

Megan shared how Blenheim’s people strategy – Grow, Give, Belong – anchors their approach to engagement and culture:

• Grow: Develop people internally, offer secondments, and coach managers to bring out the best in others.
• Give: Encourage volunteering and sustainability to strengthen community ties.
• Belong: Foster psychological safety through wellbeing ambassadors, EDI champions, and employee reps.

This strategy comes to life through honest feedback, relevant, conversational training, and rewards rooted in purpose and pride, not just pay. One annual survey fuels a year-round dialogue that keeps culture alive and evolving.

Key takeaways

• Be brave enough to lead with openness – it’s what builds trust.
• Make listening visible through action.
• Create small, consistent rituals that reinforce belonging.
• Keep culture practical – rooted in behaviour, not posters.

As one participant summed it up perfectly:

“Say the truth with kindness. If you don’t give people facts, they’ll fill the gaps.”

Let Tina Rosser know about your interest in attending future People Ecosystems and she will make sure you get the dates for 2026. In the meantime, any questions or further discussion on this topic, please drop me a line.