Creating a Culture of Care
"Caring personally makes it much easier to challenge directly." — Kim Scott.
In my mahi, I am often called upon to support a team or organisation with their culture or team dynamics. A crucial part of this work lies with the leaders, as they model the expected culture. It’s both challenging and rewarding work that requires people to be both caring and daring. Creating a culture of care is like tending to a garden—you must nurture it with empathy, but also prune it with accountability, ensuring it grows strong and healthy. It’s not just about making people feel comfortable; it’s about fostering an environment where individuals feel supported yet responsible for their actions. As Brené Brown puts it, “Clear is kind. Unclear is unkind,” emphasising the importance of setting clear expectations and holding people accountable in a way that encourages growth and learning.
Psychological safety is vital for creating a culture of care, where empathy and accountability coexist. Timothy R. Clarke, in The Four Stages of Psychological Safety, outlines four phases that help leaders build this environment: Inclusion Safety (feeling accepted), Learner Safety (safe to ask questions and make mistakes), Contributor Safety (confidently sharing ideas), and Challenger Safety (challenging the status quo without fear).
Clarke emphasises that psychological safety doesn’t equate to a lack of accountability. As he states, “Psychological safety is not permission to slack off or disengage. It’s the ability to be oneself while maintaining accountability.” When you foster trust and openness while upholding high standards, you ensure your team feels supported yet responsible for their actions. This approach creates a space where innovation and growth can thrive.
Empathy in leadership means truly understanding the challenges your team faces, whether they are personal struggles or professional hurdles. It requires listening, connecting with people on a human level, and showing genuine concern for their wellbeing. But as Simon Sinek wisely pointed out, “Empathy is not about being nice. It’s about understanding.” Empathy alone isn’t enough. Without accountability, you risk creating an environment where standards slip and growth stalls.
True care involves providing a space where people can learn from their mistakes while still being held to high standards. Accountability ensures that everyone understands their role and takes ownership of their successes and failures. This fosters a resilient, high-performing team where both accountability and empathy are valued. Kim Scott’s Radical Candor shows that caring deeply for your team allows for direct challenges and honest feedback, helping them to grow and thrive.
Ultimately, a culture of care is built on the recognition that empathy and accountability must go hand in hand. You need to be empathetic enough to understand your team’s needs, but strong enough to hold them to high standards that promote growth. Like the roots and branches of a tree, these elements support and balance each other, allowing your workplace to flourish. As Simon Sinek reminds us, “Leadership is not about being in charge. It is about taking care of those in your charge.” This care is as much about accountability as it is about empathy.
Some reflective questions you might consider:
How well do I balance empathy with accountability in my leadership, and what impact does that have on my team's growth and trust?
Am I providing clear and consistent feedback that helps my team take responsibility for their actions while feeling supported?
How can I better model both care and accountability to create a culture where my team feels motivated to perform at their best?
Go well this week
Mary-Anne
Space for 2025 is filling. Check out our 2025 programmes:
Empowered Students
Leadership Retreat
Contact Mary-Anne to discuss your needs.