3.1 Culture in leadership

Summary

Shared values become real in how leaders give feedback, handle disagreement, own their work, and set an example. This page covers the practices that exist today. 1.3 Culture holds the beliefs; the standards themselves live in A.1.1.

3.1.1 Feedback culture

Describe what happened and its effect. Ask about the other person's perspective. Agree on a concrete next step rather than leaving them with a vague judgment.

If a commitment wasn't met, understand what got in the way. The response may involve clearer scope, more support, a smaller commitment, or a change in responsibility.

Metrics can show where someone might need support, but they don't replace this conversation. See Metrics and people.

You learn through practice, support, and honest feedback. We want you to take responsibility and ask for help when you need it. For how people develop through responsibility, see 3.3.4.

3.1.2 Conflict resolution

Disagreement is part of Deliberation: we "disagree openly and incorporate feedback" (1.3.1). When a disagreement stays stuck, or a concern involves the person you would normally go to, you need a clear route.

For now, use the guidance on unclear responsibility and the reporting route in A.1.1 for conduct that crosses a red line.

3.1.3 Radical ownership

This section is still being written. In the meantime, the leadership standards in 3.1.4 set expectations for taking responsibility and handing work over. Check decision rights before committing the organization; a change in this handbook's wording does not transfer authority.

3.1.4 Modeling the culture

Leaders set the pattern others follow. The standards set expectations for reliability, openness to feedback, care, judgment, information sharing, and responsible handoffs. These standards apply to people accepting formal responsibilities, and they have one canonical home in A.1.1.

People accepting formal responsibilities, including Fellows and staff, are expected to:

• Take their responsibilities seriously and do what they say they will do.
• Welcome feedback and listen to disagreement.
• Care for the people they work with and use good judgment.
• Share information and avoid becoming a bottleneck.
• Put the success of the movement ahead of personal status.
• Hand over or step down from a role when they can no longer fulfill it.

Source: A.1.1 Values-related standards, red lines, and reporting · Status: adopted · Updated: 2026-10-02

Leadership also means making it easier for other people to contribute. Sharing context and handing work over well are part of that.