Lessons from The Culture Code, by Daniel Coyle
Culture shapes a business
Most leaders can describe the culture they want to create. Openness, challenge, trust, transparency.
The hard part is putting it into practice – because culture isn’t formed on demand but in the small, everyday moments no one can plan for. The response to a difficult question, the way pressure changes the tone of a meeting, or what happens when someone raises a risk that slows things down are all signals that, repeated day after day, shape the way people behave. And over time, they become the unwritten rules of the organisation – the habits that form a culture.
The Discussion
As a recent leadership group explored this idea, attention turned to the examples leaders set without always realising it.
Not the formal messages they communicate, but the small behaviours people notice every day, such as how leaders react when someone challenges an idea or what happens when a mistake is raised, or when someone flags a risk.
In these moments, it’s what we tolerate, reward, and let slide that shows what is truly valued – and when the pressure is on, it’s these patterns that people fall back on. Which means culture doesn’t alter because of a new framework or initiative. It only shifts when the signals people experience every day begin to change.
The Insights
Coyle’s central argument is simple: strong cultures grow from consistent signals, not hierarchy or talent alone. These signals determine how safe people feel to contribute, how willing they are to speak openly, how clearly they understand what the team is trying to achieve together, and ultimately, how the team performs.
A big part of this is belonging. In the teams Coyle studied, people consistently used small behaviours that showed others they were seen and valued: listening closely, leaning in, acknowledging ideas and inviting contribution. These moments may seem minor, yet they send a powerful message about who is included and whose voice matters. When people feel safe in this way, they contribute more freely and collaborate more naturally.
That sense of safety is strengthened when leaders themselves open up or show a degree of vulnerability. Admitting uncertainty, asking for input or acknowledging a mistake signals trust in the people around you, and when one person takes that step, others tend to follow. Coyle describes this as a vulnerability loop – openness in one direction encouraging openness in return. The result is a team that tackles challenges earlier and solves problems together rather than hiding them.
Key to all of this is a clear shared purpose. In strong cultures, people understand the end goal and why it matters because leaders reinforce the message repeatedly through stories, priorities and everyday language. That way, it becomes part of how decisions are made and helps people stay aligned even when things are busy, uncertain or changing quickly.
The Action
Culture isn’t what you say, it’s what you signal – and that’s often more than we realise.Here are a few small ways to practise those signals more deliberately.
- Make space for more voices
In meetings, notice who speaks first, who speaks most and who stays quiet. Prompting someone different to speak or changing who chairs the meeting can shift the dynamics and demonstrate that everyone’s voice has value. - Challenge ideas, not people
Focus conversations on the evidence or assumptions behind a view, and be clear that you’re exploring the idea, not criticising the person. Questions like “What data is informing that view?” or “What assumptions might we be making?” help teams test ideas and keep the conversation open. - Slow the room down
The pace of a meeting sends a signal. Stay present, mute distractions and build in natural pauses to allow for reflection and alternative perspectives to surface. - Show what happens next
When someone raises a concern or idea, always respond, both immediately and with further information down the line. Silence suggests the contribution didn’t matter. - Change one signal at a time
Culture shifts through repeated behaviour, so start small. Choose one signal to practice more intentionally and pay attention to what it encourages in others.
The Impact
After the session, one leadership team began looking more closely at the signals they were sending through their everyday behaviour.
They noticed how often decisions were being escalated upwards. Over time, that pattern had quietly taught people that the safest option was to pass risk up the chain rather than take ownership at the right level.
So they started experimenting with small changes. Leaders made a conscious effort to listen first rather than jump straight to solutions, and when deadlines or requests felt unrealistic, they challenged them openly instead of absorbing the pressure.
They also began paying closer attention to what they recognised and rewarded. Quick delivery had often been praised, even when it left teams stretched or relationships strained, so instead, they started highlighting examples of collaboration and well-judged decision-making.
It’s still early, but as people are beginning to pause more and notice the signals they’re sending, conversations already feel more open, escalation is reducing and confidence is growing.
Key Takeaways
- Culture isn’t what you say, it’s what you signal.
- Small signals shape behaviour faster than big initiatives.
- Consistency matters – culture forms through repeated behaviour.
- Teams thrive when people connect rather than compete.
- Model vulnerability to encourage openness in others.
