Building Better Leaders and Transforming Workplace Culture

Claire Monroe

Hey everybody, welcome back to The Science of Leading. I’m Claire Monroe, and as always, I’m joined by Edwin Carrington. Edwin, I’ve been looking forward to this one—leadership and culture, I mean, it’s, uh... it’s basically the ground we walk on at work, right?

Edwin Carrington

It really is. If leadership isn’t clear or the culture doesn’t fit the team, even top talent ends up feeling stuck. And, as we’ve touched on before, that kind of mismatch? It’s one of the major drivers behind burnout, disengagement—sometimes even quiet quitting.

Claire Monroe

Yeah. That... resonates. I keep thinking about how different it feels when an organization actually lives its values. Like, when it’s not just a poster in the breakroom. It shapes everything—how people handle conflict, how they respond to pressure, even how they bounce back from mistakes. It’s like, “Here’s how we do things. Here’s how we recover.”

Edwin Carrington

Exactly. Shared values create a kind of internal compass. They guide how people interact, make decisions, handle uncertainty. Forbes called it “fact-based, constructive communication”—and it only works when there’s a shared language underneath it all. Without that, teams end up arguing past each other. Wasting time and trust.

Claire Monroe

Okay wait, I have to tell you this. I had this manager once—Serena—early in my career. She was so big on openness. Like, she’d literally stop a meeting and say, “Let’s get real—what’s actually going on here?” And she meant it. Even when I totally disagreed with her, I trusted her. That kind of transparency? It changed how our team worked together. But is that just... a Serena thing? Or is that what happens when culture actually supports openness?

Edwin Carrington

Great example. And I’d say... both. Individual leaders can absolutely set the tone. But lasting culture change starts from the top. The most powerful shifts I’ve seen come from C-level leaders who model the behavior and the vulnerability. Like, “Here’s where I got it wrong. Here’s what I learned.” That kind of honesty gives everyone else permission to do the same. It’s not just storytelling—it’s strategic alignment with purpose.

Claire Monroe

Yeah, and you feel the difference when it’s real. Like, when a leader shares something personal, it sticks in your memory way more than a mission statement ever could.

Edwin Carrington

Exactly. Stories scale. Policy doesn’t.

Claire Monroe

Ooh, I love that. Okay, shifting gears a bit—this came up after our episode on high-potentials. People keep asking about the shift from “managing” people to actually enabling them. Which sounds great... until you’re in the moment and you realize how hard it is to let go of control.

Edwin Carrington

Right—on paper, it sounds like empowerment. But in practice, most systems are built for control. That’s the contradiction. If we want autonomy, we need to ask better questions. Instead of, “Why aren’t you meeting expectations?” try, “What’s getting in your way?” or “What would help you grow faster?” Enablement is about clearing obstacles—not managing performance.

Claire Monroe

That flips everything. Like, the opposite of micromanaging. It’s more like, “I trust your judgment. How can I support it?” And when that clicks, it’s amazing. Do you remember a time you really felt that kind of trust?

Edwin Carrington

I do. Early on, I had a senior leader who refused to “fix” my work. He’d hand it back and say, “Walk me through where you got stuck.” It was uncomfortable—but it made me reflect, own my process, and grow fast. That’s the kind of discomfort that builds leadership muscle.

Claire Monroe

Yeah, that’s mentorship, not just, like, assigned buddy systems. Which brings me to this—how should orgs actually build mentorship that works?

Edwin Carrington

First, drop the checkbox mentality. Match people by shared values and lived experience—not just job function. Then, make it outcome-driven. Give mentors and mentees goals, celebrate small wins, and link it all back to culture. Real mentorship is about identity development—helping someone uncover how they lead, not just how to follow someone else’s path.

Claire Monroe

That ties right back to culture. When people feel empowered to lead their way, it fuels this, like, self-reinforcing momentum across the company.

Edwin Carrington

Exactly—values in action, not just values on paper.

Claire Monroe

Okay, let’s talk practical. Soft skills. Everyone says they matter—communication, empathy, emotional intelligence—but sometimes it just feels like this giant wishlist. What actually moves the needle?

Edwin Carrington

Training. But not the one-off workshops. Ongoing, applied skill-building—especially in emotional intelligence, active listening, conflict navigation. These are the tools people use when things don’t go to plan. When you invest in that foundation, teams handle ambiguity, feedback, and stress with a lot more resilience.

Claire Monroe

Yeah... like, when you’ve practiced giving tough feedback, it doesn’t feel like stepping on a landmine. That’s when psychological safety really shows up.

Edwin Carrington

Psychological safety is where high performance begins. It’s what makes disagreement feel productive, not personal. And it has to be modeled. Leaders go first. They create the norm. And then they reinforce it with clear systems—transparent comms, routine feedback, peer reviews. Like we covered last episode—measurement supports safety when it’s done right.

Claire Monroe

Okay but middle managers. They’re always stuck in the middle of this. Translating strategy from the top, keeping their teams afloat, managing change... it’s a lot. What’s one real thing orgs can do to support them better?

Edwin Carrington

Give them context and coaching. Not just generic leadership training—but real-time tools they can use. Clear playbooks for change, leadership labs for experimentation, and space to raise challenges without fear. Empowerment means giving them the discretion to adapt, not just telling them what to execute.

Claire Monroe

So—don’t just assume they’ll figure it out. Actually back them with resources and trust.

Edwin Carrington

Exactly. And if you’re wondering how to put this into action, OAD’s behavioral tools can help you see where alignment is working—and where leadership might need support. You can test those assessments for free at o-a-d-dot-a-i. It’s a simple way to get clearer on team dynamics, fast.

Claire Monroe

Alright, that’s it from us today. If you’re curious about leadership labs or psychological safety, or even building better mentorship—let us know what you want more of.

Edwin Carrington

Leadership and culture are long games. But every thoughtful move you make today builds the environment your teams will thrive in tomorrow. Claire—always great unpacking this with you.

Claire Monroe

Back at you. Thanks for listening to The Science of Leading. See you next time.