If you’re exploring trauma-informed leadership, chances are, you’ve already seen something that doesn’t sit right. Maybe the culture of your organization feels tense, disconnected, or just plain heavy. Maybe you’ve noticed high turnover, disengaged teams, or unspoken frustrations. Or maybe you’re someone who feels that culture—deeply—and wants to do something about it.

If that’s you, you’re not alone.

Whether you’re already in a leadership role or stepping into one, you likely understand this truth: organizational culture matters. It’s not just about policies or processes—it’s about people. And when the culture is off, people feel it. They carry it. Sometimes, they even leave because of it.

But here’s the good news: as a trauma-informed leader, you have the capacity—and the responsibility—to start shifting that culture in a better direction. And you don’t have to do it all at once.

Noticing the Signs: What Dysfunctional Culture Feels Like

Before we talk about how to shift culture, let’s talk about what it feels like when it’s not working. Dysfunctional or toxic organizational cultures often show up in familiar ways:

• Constant complaints or unresolved concerns. Maybe people are speaking up, but nothing seems to change. Over time, this can lead to a quiet sense of resignation—like voices don’t matter.
• High turnover. People come and go, often citing “the environment” or “leadership” as the reason. It’s exhausting and destabilizing, especially for those who stay.
• Disengagement. Folks are showing up, but not fully. Maybe they’re “quiet quitting” or just doing the bare minimum to get through the day.
• Lack of trust. Relationships feel strained or surface-level. People are cautious, guarded, or operating in silos.

If any of that resonates with you, I want you to know—you’re not imagining it. You’re sensing the impact of a culture that isn’t working. And naming it is the first step.

Sometimes, the culture doesn’t feel outright toxic—it just feels… flat. Uninspired. People are polite but disconnected. There’s no spark. That, too, is a symptom worth paying attention to. Culture isn’t just about avoiding harm—it’s also about cultivating connection.

Understanding Culture: It's More Than a Mission Statement

So what is organizational culture, really? One definition I love comes from Cooke and Rousseau (1988), who describe it as “implicit norms, values, and shared behavioral expectations and assumptions.” That might sound a little academic, so let’s break it down: culture is the unwritten rulebook of how things work around here.

It’s not just what’s printed in your mission statement—it’s how meetings are run, how people are treated, and what behaviors get rewarded or ignored. It’s how safe people feel to speak up. How decisions are made. How boundaries are respected—or not.

And here’s something I’ve learned along the way: culture holds memory. Just like trauma, it lingers. I once worked with a team where major layoffs had happened years prior, and yet, that fear and mistrust were still in the air. New staff could sense it, even if they hadn’t lived it. That’s the power of culture—it’s passed down like organizational DNA. Sometimes we inherit a culture that wasn’t ours to create—but it is ours to notice and interrupt.

What’s My Role as a Trauma-Informed Leader?

A leader once said to me, “If our culture is off, that’s on me.” And while I get the sentiment, I think it’s only partly true. Yes, leaders hold a lot of influence. But culture isn’t built (or broken) by one person alone. It’s shaped by layers—past leadership, staff experiences, external stressors, even societal shifts. You didn’t create it all. And you won’t change it all by yourself.

But you do have the power to start.

You have the ability to shift the temperature in your meetings. To model boundaries. To ask better questions. To create space for people to feel seen. And that’s where culture change begins: not with grand gestures, but with intentional, everyday choices. As a trauma-informed leader, your role is not to carry everything—it’s to cultivate clarity and courage in the places you can influence.

Where to Begin: Practical Ways to Shift Culture

So how do you begin changing culture from where you are? Here are a few relational, grounded steps to guide the way:

1. Start With Your Zone of Control

You can’t change everything and trying to will only lead to burnout. So start with what’s closest to you. Do you lead a small team? Do you facilitate staff meetings? Do you support new employees during onboarding? Wherever your reach extends—that’s your zone. Use it well.

Small changes in your circle can ripple outward. If you need a framework to think this through, I highly recommend revisiting the Zones of Control, Influence, and Acceptance. It helps you sort what’s yours to hold, what you can impact in partnership, and what you may need to grieve and release. One thing that’s helped me? Simply modeling presence. Showing up regulated. Making space for repair. It may not seem like much—but it shifts the energy.

2. Check the Temperature: Is Your Org Ready for Change?

Not every organization is ready to leap into culture transformation. And that’s okay. The following are signs that an organizational culture is ready for change:

• Leadership Acknowledges the Need for Change
  Leaders openly recognize challenges, gaps, or misalignments and express a genuine commitment to addressing them.
• Widespread Discontent Paired with Hope
  Staff express dissatisfaction with the status quo and show interest in exploring alternatives, rather than being stuck in cynicism or apathy.
• Psychological Safety Exists (at Least in Pockets)
  People feel safe enough to speak candidly, give feedback, and surface problems without fear of retaliation.
• Evidence of Past Adaptability
  The organization has previously made successful changes (even small ones), demonstrating capacity for growth and flexibility.
• Shared Values Are Still Intact
  Despite challenges, a core set of shared values (e.g., respect, integrity, service) is still recognizable and can serve as a foundation for future shifts.
• Mid-Level Champions Are Emerging
  Supervisors, team leads, or informal leaders are advocating for change and modeling new behaviors, not just executives.
• Willingness to Invest Resources
  There is a tangible investment (time, money, staffing) in change initiatives — not just talk.
• Recognition That Culture is a Strategic Priority
  Culture is discussed as a central pillar of organizational success, not just a “soft” issue secondary to operations or finances.
• Openness to Outside Input
  The organization seeks feedback from external consultants, clients, community partners, or staff surveys — and actually uses
• Change Fatigue Is Acknowledged, But Not Paralyzing
  Even if people are tired from past efforts, there's still an undercurrent of willingness to try again, especially if the process feels different or more inclusive.

If people are open, even just a little, that’s your window. And if they’re not quite there yet? Focus on building trust and safety first. Change travels on the back of relationships. Also, readiness doesn’t require consensus. Sometimes, a few people leaning in is enough to start.

3. Review What’s Already There

Every organization has something in writing—whether it’s values, a mission statement, or employee policies. Take a look.

Ask yourself:

• Do these values reflect a trauma-informed approach?
• Do our policies support wellness, equity, and voice—or do they unintentionally cause harm?
• Where are the gaps between what we say and what we do?

Understanding your starting point helps you know where to focus your energy. You might even involve others in this review—create a small working group to assess culture artifacts together. That shared process can build buy-in and reveal blind spots.

4. Envision Something Better

This part is equal parts visioning and grounding.

Ask:

• What would a trauma-informed culture feel like to work in?
• How would people describe the workplace to a new hire?
• What would be different in the day-to-day?

You might even try writing a short Leadership Value Statement—a personal document that names the kind of culture you want to build and the kind of leader you want to be. It’s not for performance. It’s for clarity. And when the work gets hard (because it will), you can come back to it and remember why you started.

5. Share Your Intentions (and Invite Others In)

Once your vision is clearer, speak it out loud. Let your team know that you’re committed to culture work—not just in theory, but in practice. Share your values. Be honest about what you’re working on as a leader. And invite others into the process. This isn’t a solo project. Culture change happens in community. One phrase I like to use: “Here’s what I’m noticing. Here’s what I’m working on. Want to join me?”

6. Gather Feedback and Find Your People

No one shifts culture alone. So find your champions. These may be folks who aren’t in formal leadership, but who carry influence, trust, and emotional credibility. Get curious about what they see and feel. Ask for their ideas. Build together. And don’t forget to ask for feedback. What’s working? What’s not? What are you missing?

Listening is leadership. Also: resist the urge to defend. When people share hard truths, thank them. That feedback is a gift—even when it stings.

7. Build a Team to Move the Work Forward

If you’re serious about changing culture, consider forming a small implementation team. Not to do everything, but to help design and sustain meaningful change. They can help with:

• Planning trauma-informed training or learning circles
• Reviewing policies through a healing-centered lens
• Creating rituals that build community, not just compliance

When culture change becomes a shared responsibility, it’s more likely to last—and less likely to burn you out.

8. Reflect on What You Need, Too

Let’s be real: this work is not easy. As a trauma-informed leader, you’re not just holding space for others—you’re also managing your own stories, patterns, and stress. So pause and ask:

• What support do I need right now?
• Where do I feel most resourced? Where am I depleted?
• Who can I turn to for encouragement, accountability, or partnership?

This work isn’t about being invincible—it’s about being intentional. Even five minutes of self-reflection or a quick check-in with a trusted colleague can help you stay rooted in your values.

Final Thoughts: Culture Change Is Slow—and Worth It

Becoming a trauma-informed leader is not about having all the answers. It’s about asking better questions, listening with intention, and showing up with consistency. It’s also about staying in the work when it’s messy. When people resist. When things don’t go as planned. Because culture isn’t built in a day—but it is built every day. So if you’re wondering whether you can really make a difference, let me offer this:

You already are.

Every time you pause to respond instead of react.
Every time you listen more than you speak.
Every time you name harm with compassion and create space for repair—
You are shifting the culture.

It may not always be visible right away. But it matters. And over time, those small choices ripple into something real—something healing. Let’s keep going. Together.

Next week, we’ll build on this by discussing how we can create trauma-informed organizational values, so stay tuned.