Leadership in practice
In the cultural sector, we see up close how significant the difference can be between organisations that generate energy and those that gradually stall. That difference lies not only in strategy or ambition, but in how leaders engage with change, make space for other voices, and create the conditions in which people can do their work. Those who are willing to examine these differences seriously begin to see where the opportunities lie—and that modern leadership is not a trend, but a prerequisite for sustainable quality and strong teams. Below are five recurring pitfalls—and how things can be done differently.
1. Culture change requires continuity
Don’t
Treat culture change as a project with a clear beginning and end. Launch a programme, define core values, organise sessions—and then return to business as usual. Culture remains something alongside the work, rather than part of it.
Do
Give culture change ongoing attention. In meetings, discuss not only what is decided, but how. Hold each other accountable for behaviour. Make values visible in performance reviews and team agreements.
Where this happens, conversations become more substantive and new behaviours hold—even under pressure. Culture changes when everyday actions change—and that requires persistence.
2. Multiple perspectives require real influence
Don’t
Ask for input without making clear what will be done with it. Organise participation that has no real impact on decisions. This undermines trust and makes people less likely to speak up.
Do
Be clear about where people have influence—and where they don’t. Involve different perspectives early in the process. After decisions are made, explain how they were reached and how different voices were considered.
Multiple perspectives do not mean everyone gets their way. It means that different perspectives are a visible part of decision-making—and that people can recognise this.
3. Freedom requires direction
Don’t
Give teams autonomy without a shared ambition. When it is unclear where the organisation is heading, fragmentation and uncertainty follow. Freedom without direction rarely feels like trust.
Do
Be explicit about what the organisation stands for and which priorities lead. Clarify where there is room to experiment—and where boundaries lie. Where possible, develop these frameworks together.
In organisations where direction is clear, more initiative tends to emerge. People take responsibility because they understand the space they are working within.
4. Safety is the foundation for new perspectives
Don’t
Avoid difference to maintain harmony. Postpone difficult conversations about power, representation, or priorities. This may create temporary calm, but not trust.
Do
Actively invest in both psychological and social safety. This means creating space for dissent without repercussions, making mistakes discussable, and taking differences seriously rather than smoothing them over. Safety arises when people feel their position is not immediately at risk because of a different perspective.
In teams where safety is tangible, better ideas and greater creativity emerge. Without safety, there is no new perspective—and without new perspective, no development.
5. Every vacancy requires a fresh analysis
Don’t
Base a new hire on the profile of the person who is leaving. It may offer clarity, but it ignores the fact that organisations—and their context—are constantly evolving.
Do
Start with the task at hand. What do the coming years require: stabilisation, renewal, recovery, acceleration? Only then define the profile. The role evolves over time—and so does the type of leadership required.
In appointment processes, we see that organisations that first define their challenge more precisely have more realistic expectations—and give new leaders the space to truly lead.
In closing
Leadership in the cultural sector is about creating the right conditions: clear direction, space for multiple perspectives, and safety in collaboration. This is not a soft agenda, but the foundation for quality and relevance.
Whether it is a management team appointing a manager or a supervisory board selecting a director, every appointment is a choice for a particular way of working. Not only who is appointed, but also how much space, trust, and responsibility they are given.
The question is not only who is suitable. The question is what kind of leadership is made possible—and whether the organisation is willing to create the conditions for it.
