How do you make sure your culture isn’t just a set of catchy taglines or an empty promise? That was one of the big topics I explored in my recent conversation with Megan Carter, Head of People at Blenheim Palace and Pye Homes. We often talk about high performing teams and thriving workplaces – and Megan’s approach, backed by real results, offers the kind of practical wisdom we need.

Belonging

So often, we fall into the trap of believing the mechanics of strategy and goal-setting guarantee success. Targets matter, but ask yourself: do your people truly feel they belong – and does that create a culture where they want to perform? As Megan and I discussed, it’s the day-to-day human connections, the genuine acts of listening and responding, that shape how people feel about their work and their workplace.

What does this look like in practice? First, it’s not about having leaders who are all-knowing or strategic visionaries stuck in an office. It’s about leaders showing up – talking to people, knowing their names, asking “Are you OK?” and really caring about the answer. It might sound simple, almost obvious, but think about your own management team: how often do they take those moments to connect, notice someone’s mood, or genuinely praise their achievements?

Human-First Leadership

This is the essence of what we mean by human-first leadership. It’s not about pretending you have every answer, nor is it about being ‘nice’ for the sake of appearances. It’s about genuinely making space for discussions, listening with intent, and creating psychological safety so feedback is not just tolerated but valued. When people feel safe to share their honest opinions, and know their voices lead to action – that’s when culture shifts from concept to reality.

I talk a lot about radical candour – the idea that you can (and should) say what needs to be said, but in a way that is caring and constructive, not destructive. Megan echoed this: telling the truth is important, but it must be delivered with kindness. That’s where emotional intelligence comes in, and why it should be front and centre in every leadership development programme. For many, it’s a skill learned and honed over time, not an innate gift.

A listening culture, as Megan described, means going beyond tick-box surveys. Yes, we need processes – Blenheim’s annual “Top 100” survey and follow-up focus groups are a great example – but what matters most is what you do with what people say. It’s about accountability and transparency: ‘You said, we did’ is a powerful message, but even better is when teams lead their own solutions, feeling empowered and responsible for driving change. Don’t just funnel everything back to HR and hope for the best – real engagement means every employee plays their part in the game.

There will always be sceptics who argue that all this focus on belonging, wellbeing, and community is a distraction from doing real business. I’d argue the opposite. If you meet people’s emotional needs for connection and belonging, performance follows naturally. Employees stay when their environment supports their mental health, personal growth, and sense of purpose. At Blenheim, low staff turnover and a genuine atmosphere of excitement about their work is proof enough.

So here are some questions for you:

• Are you treating your team as humans first, workers second?
• Does your workplace encourage honest feedback and act on it?
• Do you empower others to drive culture, or do you hold tight to control?

If you want sustainable performance and thriving employees, look beyond strategy and targets. Focus on how you’re connecting, listening, and making your people feel they truly belong. That’s where the magic happens – and that’s what every leader should strive for.

Want to explore this further?  Let’s talk. This is the conversation we all need to be having.