Fix Culture Without a Retreat, Trust Fall, or Ted Talk

We're still in our first 30 days, and now we need to tackle another elephant in the room -- culture! And let’s be honest—it usually sucks right now.

People who loved the last ED are bitter. People who didn’t are aimless. Nearly everyone is quietly panicking about their job. Welcome to interim leadership.

My job? Fix culture by building trust and unlocking potential. I’m not here to micromanage or play favorites—I’m here to flip the script. One staffer told me they felt like a “graduate assistant” under the last ED. Ouch. That’s not my style. I want to unleash all the ideas that have been stifled by “that’s not how we do things here” and “stay in your lane” nonsense.

I start with curiosity. What makes this team tick? Where can I help them shine? As I said in my last piece, the foundation of any turnaround is trust—and that starts with leadership. Your own emotional intelligence sets the tone. Here's what worked for me.

About ten years ago, I changed my leadership style. I went from the general on a white horse barking “Charge!” to the coach in the back, spotlighting the team. It didn’t come naturally (I’m from Jersey, after all), but I’ve come to believe that trust grows through support and psychological safety, not control. No Six Sigma here. No TQM flowchart. Just humanity and small, consistent drops in the trust bucket.

Here’s what that looks like:

• I listen and follow up. If someone shares input, I follow up on it. Not performatively—genuinely.

• I get to know them. I know when their kid is pitching in Little League or when their wild aunt flies in from Toledo.

• I show up. If someone’s in the ER, I’m calling family, coordinating support, doing what I can.

• I fight for them. Even in deficit years, I advocate for a modest COLA or basic wage fairness.

• I celebrate them. When someone leaves, I’m there at happy hour raising a glass—not because it’s required, but because I want to be there.

I tried to put this philosophy into words back in 2017 in a piece called Love and Leadership. It’s the only thing I’ve ever written that went viral—80,000 views, 7,000 likes, 500 comments. Guess it struck a chord. Give it a read and tell me what you think.

But trust is a two-way street. Here’s what I ask in return:

• Seek to understand. Stop talking. Listen—not for your chance to speak, but to understand.

• Assume positive intent. Or if you can’t, clarify your assumptions. We all fill in the blanks—and we’re often wrong.

• Embrace multiple truths. The truth isn’t always objective. Different people can hold different, valid perspectives.

• Give grace. Forgive. Be kind. We’re all doing our best.

I’ve said this so many times my staff printed a T-shirt with it. It's the one at the top of this post.

Changing culture isn’t flashy. It’s not a retreat. It’s not a memo. It’s every single interaction. You change culture like you climb Everest: one step at a time. Practice love and leadership, and set mutual expectations. Every step counts.

Oh—and two quick notes from the field:

1. People will try to take advantage of the chaos. Promotions, raises, program expansions—everyone’s got an angle. Just be ready. Smile. Nod. But keep your North Star.

2. More people will resign. It’s normal. Some are burned out. Others were ready to go long before you arrived. It’s sad. Sometimes it’s a blessing. But it’s always part of the process. Don't take it personally.

Leadership during transition isn’t about being the hero. It’s about creating the space for others to rise.

And if someone makes a second T-shirt? Even better.

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