You can’t separate how you lead from how you govern.
As a lawyer-turned-HR consultant, I’ve spent my career straddling two worlds: the rulebook and the real world. One is structured, precise, and necessary. The other is human, messy, and just as essential. And in that tension — between compliance and compassion — is where culture lives.
Too often, I'm brought into organisations after something has gone wrong: a grievance, a breakdown in trust, a regulatory red flag. The common thread? Culture wasn’t ignored — it was left to chance. And leadership assumed compliance alone was enough.
It isn’t.
Culture isn’t a campaign
Let’s be honest: culture isn’t something you launch. It’s not a strategy deck, a set of values, or a “people initiative.” It’s who the leadership are — especially under pressure. It’s shaped by what they choose to ignore, tolerate, or protect.
If a founder avoids conflict, that will show up in their team. If a board protects poor behaviour because the results look good, that becomes the norm. Culture isn’t a statement — it’s a mirror. And very often, it reflects things leaders don’t want to see.
Compassion and compliance aren’t opposites
In small organisations, there’s often a perceived trade-off between compassion and compliance. “We’re a close team — we don’t want to be too formal.” Or: “We just need to stay legally covered.”
But good governance doesn’t kill culture — it enables it. Clear expectations, fair processes, and real accountability don’t create red tape. They create trust. And trust is what makes people feel safe enough to do great work.
If your people are confused, second-guessing decisions, or quietly burnt out, the issue usually isn’t a missing policy — it’s a lack of courage at the top.
Boards can’t look away
The most common blind spot I see? Boards and Senior Management teams treating culture as “HR’s job.” It’s not. Culture is governance. And when it’s not working, it’s the board’s responsibility — not the People Lead’s.
Unclear expectations become inconsistent treatment. Poor boundaries become safeguarding issues. An informal vibe becomes exclusion or burnout if no one’s checking in. These aren’t operational problems — they’re strategic risks.
If you're on a board or in a leadership team, ask yourself: What are we avoiding? And what message does that send?
It’s not about overcomplicating — it’s about being brave enough to ask:
What are we actually telling people matters here?
Because whatever the answer is — that’s your culture.
And it always starts at the top.
