When people talk about culture, they usually go straight to the big-ticket items — company values, leadership behaviours, or strategic priorities. And sure, those things matter. But culture is also shaped in much quieter ways — in the words we use, the traditions we keep, and the symbols we rally around. These everyday cues often say more about “how things are done around here” than any official document ever could. 

At Flight Centre, where I spent over two decades, some of the most powerful cultural elements weren’t written in policies (we actually didn’t have many when I started!) — they were lived. We had Buzz Nites to celebrate results and performance, Nation Balls to recognise top teams, and the iconic Global Gathering — an international event that brought together high achievers from all corners of the business. Back then, I thought these were just great reward and recognition tools. But years later, I realised they were something deeper. They were rituals — and they played a huge role in embedding and reinforcing our culture. 

Why Rituals Matter 

Rituals create a shared sense of meaning. They’re the repeated moments that remind people: This is what we care about. This is who we are. Whether it’s kicking off meetings with a shout-out, welcoming new starters with a personal touch, or pausing to acknowledge team achievements— these little rituals make a big cultural impact. 

At Flight Centre, the build-up to Global Gathering was electric. It drove energy, healthy competition, and recognition — not just from leaders, but across peers. And it created this feeling of; I’m part of something bigger. I matter here. 

The Language We Use 

Words shape culture. The way leaders talk, and the catchphrases that stick, shape how people understand what’s valued. At Flight Centre, phrases like “brightness of future,” and “one best way,” weren’t just slogans — they were a kind of cultural shorthand. Over time, they shaped how people led, served customers, and made decisions. 

It’s worth thinking about the language you hear every day in your own organisation. What are the recurring phrases? Are they energising or limiting? Do they build connection or reinforce hierarchy? The way we speak can either build up culture — or slowly chip away at it. 

Symbols Speak Too 

Symbols — logos, awards, colours, photos on the wall — all carry cultural weight. They don’t need to be fancy or expensive to be powerful. The Flight Centre red, the open plan layouts, the travel posters and white boards— they were all cues that said, “This is who we are”. 

In your workplace, ask: What symbols are showing up? Do they reflect what your organisation values? Are they inclusive and inspiring — or out of date and overlooked? 

Culture Happens in the Everyday 

You don’t need a huge budget to build culture. Some of the most powerful rituals are simple and consistent. A Friday playlist. A monthly recognition award. A moment of gratitude at the start of a meeting. When these things are done with intention, they create a rhythm that connects people and reinforces belonging. 

Culture isn’t built in one-off events or town halls. It lives in the everyday — in the small choices, the repeated behaviours, and the way people feel when they walk into (or log into) work. 

What I’ve Come to Realise 

Looking back, the things I remember most about Flight Centre weren’t policies or strategy sessions — they were the rituals that made us feel connected, proud, and part of something bigger than ourselves. And I’ve come to see that if you want to grow or shift culture, you can’t just write about it or announce it. You have to live it — and ritualise it. 

Let’s be honest—giving feedback as a leader isn’t just hard. Sometimes it feels downright awkward, stressful, or even risky. You might worry about hurting someone’s feelings, damaging a relationship, or saying the wrong thing and making it worse. So instead, many leaders delay the conversation… or skip it entirely. 

Sound familiar? 

You’re not alone. Feedback avoidance is one of the most common (and costly) leadership habits. But here’s the catch: every time we don’t give feedback—especially the hard stuff—we’re making a silent choice about the culture we’re creating. 

Why is it so hard to give feedback? 

We’re wired to avoid conflict.
Our brains are wired for connection and safety. Giving feedback can feel like conflict, especially if we think the other person might react defensively or emotionally. 

We tell ourselves stories.
“They’ll get upset.” “It won’t make a difference.” “Now isn’t the right time.” These narratives let us off the hook and protect us from discomfort… but they also keep us from leading. 

We think we’re being kind.
Sometimes leaders avoid feedback in the name of being “nice.” But withholding feedback isn’t kindness—it’s self-protection disguised as compassion. True kindness is helping people grow, even when it’s uncomfortable. 

The cost of silence 

When leaders don’t give feedback, performance drifts, trust erodes, and clarity disappears. Here’s what starts to happen in a culture without feedback: 

• Standards slip quietly—because no one is holding the line. 

• Resentment builds—because high performers notice when others aren’t pulling their weight. 

• Growth stalls—because people aren’t being challenged to stretch. 

• Psychological safety suffers—because people sense something’s off, but no one is naming it. 

It’s not just about the individual—it’s about the message the whole team receives: “This is okay. This is acceptable here.” And once that message sets in, it’s hard to reverse. 

What happens when we do give feedback? 

Done well, feedback strengthens trust, brings out the best in people, and drives improvement and growth. It shows people you care enough to tell the truth. It says, “I know you’re capable, I believe in what you can do, and I’ve got your back.”  

The ripple effects are powerful: 

Teams get clearer on what good looks like. 

Performance improves—not just because people are corrected, but because they feel supported. 

A culture of openness and trust takes root, where tough conversations become normal, not rare. 

How to make it easier 

If you want to shift your feedback mindset (and your culture), here are three small shifts that make a big difference: 

From “feedback” to “forward.”
Feedback isn’t about pointing out flaws—it’s about helping someone move forward. Reframe it as support for growth, not criticism of character. 

Use the SBI model.
Situation – Behaviour – Impact.  

Be specific. “In Monday’s team meeting (situation), when you interrupted Jane (behaviour), it shut down her contribution and the team didn’t hear her idea (impact).”  

Practice micro-feedback.
Not every conversation has to be formal. Build a culture of everyday feedback—quick, in-the-moment insights that become part of how the team learns and evolves. 

And don’t underestimate the power of positive feedback. People need to hear what they’re doing well just as much as what needs to improve. When you regularly acknowledge effort, progress, or strengths, you reinforce the behaviours you want to see more of—and you build confidence, motivation, and trust along the way. 

Positive feedback isn’t just a feel-good add-on—it’s a key driver of performance and culture. 

Something to think about 

Feedback is a leadership muscle. If it feels hard, it’s not because you’re bad at it—it’s because it’s human to avoid discomfort. But the leaders who lean into it, even imperfectly, shape cultures that are braver, clearer, and stronger. 

So next time you feel the urge to stay silent, pause and ask yourself:
What kind of culture am I creating by not speaking up? 

Then take a breath—and say what needs to be said. 

When we think about “culture,” it can feel like this big, abstract concept floating above everyone’s heads. But culture lives in the everyday. It’s shaped in hallway chats, Monday morning check-ins, the way we celebrate wins (or don’t), how we handle feedback, and yes, the conversations we choose to have—or avoid.

If you want to shape, shift, or strengthen your culture, start with a conversation. It’s that simple. Not a big, dramatic “team offsite” kind of chat (though those have their place), but the day-to-day conversations that show people you care, you’re curious, and you’re listening.

Why Conversations Matter More Than Campaigns

Culture doesn’t shift because of slogans or one-off training days. It changes when people feel heard. The questions you ask—and how you ask them—can reinforce psychological safety, transparency, and mutual respect. For leaders in the C-suite and senior roles, this is your opportunity to model the behaviours that build high-performing teams.

Here are five simple, honest questions you can ask your team—today. Not to tick a box, but to better understand the reality of how it feels to work here, and what kind of culture you’re really creating together.

5 Culture-Building Questions for Leaders

1. “What’s one thing that would make your day-to-day work easier or better?”

This is gold. It shows that you care about removing friction. It also uncovers the little things that, when fixed, make a big difference—like a clunky process, unclear communication, or lack of the right tools. Culture isn’t just values on a wall; it’s how supported people feel in doing their job well.

Pro tip: Don’t try to fix everything at once. Just listen, and take note of themes. Then act on what you can and explain what you can’t. That alone builds trust. 

2.“What’s something we do here that really works for you?”

We spend a lot of time trying to fix what’s broken—and that’s important—but sometimes we overlook the things that are already working well. It gives you insight into what people appreciate and want to see more of, like flexibility, honesty, team habits, or simple recognition.

Bonus: It gives you insight into your culture’s strengths, and what makes people want to stay. 

3. “When was the last time you felt really proud of your work here?”

Culture thrives when people feel seen, valued, and proud of what they do. This question connects people to purpose—and it tells you what matters most to them. Is it solving a tough problem? Helping a colleague? Receiving great feedback from a client?

Once you understand what makes people feel proud or motivated, you can look for ways to create more of those experiences. 

4. “What’s one thing we could be more honest about as a team?”

Okay, this one takes guts. But if you want a culture of openness and trust, you have to make space for the real talk. This question invites honesty, gently. It surfaces the elephants in the room—those unspoken things that quietly shape morale, performance, and connection.

You don’t need to solve everything right away. Just being brave enough to ask the question is a culture win in itself. 

5. “What kind of team do you want to be part of?”

This one opens the door to co-creating the culture together. It moves the conversation from today to the future. You’ll hear words like “collaborative,” “fun,” “bold,” “supportive,” or “high-performing.” And once you know what people want to build, you can align your actions, rituals, and leadership to move in that direction.

This question works especially well in team sessions—put the answers on sticky notes, get people talking, and watch the energy rise.

Start Small, Lead Big

Culture doesn’t change through slogans or strategy decks. It shifts when people feel heard. When they’re asked real questions. When leaders make time for meaningful conversations—not just when there’s a problem, but as a way of working.

So start there. With one conversation. One question.

Because culture doesn’t live in a policy. It lives in how we show up—and what we’re willing to talk about.

Want to take your leadership and team culture to the next level? Book a discovery session with Carole or subscribe to Connect with Carole Cooper for practical insights, tools and inspiration delivered straight to your inbox.