When it comes to culture, most organisations know what they want: connection, collaboration, purpose. But according to Dr. Jeanne Hardacre, many are still stuck in what she calls The Culture Trap: the cycle of dissatisfaction, frustration, and underperformance that comes from outdated habits and unspoken norms.
In her conversation with Luke, Jeanne shared the thinking behind her book, The Culture Trap, and laid out a practical route to transformation. Her message is refreshingly simple: stop waiting for top-down change, and start experimenting with small, human acts that can transform the way people relate and work together.
The Personal Catalyst for Change
Jeanne’s motivation for writing The Culture Trap came from an intensely personal experience. She describes a painful time of being “cynical, bitter, angry, disillusioned” after a loved one’s devastating ordeal as a whistleblower. It was an inflection point that forced her to examine her own state and recognise that she had a choice—to stay stuck in negativity, or to shift.
Her wake-up call came in realising how much power she had been giving away through the “if only” mindset: if only he would change, if only they did things differently. As she puts it,
“The first part of my book is a description of 30 years of ‘if only.’ I spent 30 years in an ‘if only’ mindset. And inadvertently what I was doing was I was giving away my power to shape and change things by wishing everyone else would be different.”
Dr. Jeanne Hardacre Author & Consultant
That shift—from frustration to self-agency—is the heart of escaping the culture trap. It starts with owning your part in the system and seeing where you can exert influence right now, rather than waiting for someone else to fix it.
The H.U.M.A.N. Practices
To make lasting change accessible, Jeanne developed the H.U.M.A.N. Practices—a set of behaviours that invite teams to learn, grow, and experiment together. She deliberately calls them practices, not principles, because transformation doesn’t happen through theory—it happens through doing.
Honest means moving past the “pattern of pretence” and being humble about our humanity. It’s not about saying whatever you think; it’s about acknowledging that under certain conditions, all of us are capable of both great and difficult behaviour.
Uncomfortable reminds us that growth often starts in discomfort. This is the muscle that helps people raise sensitive topics, have awkward but essential conversations, and speak up for their values while still being kind.
Messy acknowledges that teams often slip into drama or rivalries—the “life soap opera.” The antidote is what Jeanne calls a Group Dynamic Detox, where teams take responsibility for the energy they each bring rather than waiting for someone else to change first.
Amazing encourages people to rediscover their own power—what Jeanne calls “releasing their amazingness.” It’s about reclaiming your confidence not to dominate, but to support and elevate yourself and others.
New completes the circle by embedding fresh norms. The goal is to use power for emancipation, not control—creating an environment where human needs are met, so people can, in turn, meet the needs of clients and customers more freely.
The Power of Unlearning
Before something new can take root, we often need to unlearn what’s limiting us. Jeanne talks about shaking off the “triangle” mindset—a way of viewing organisations as hierarchies where people at the bottom feel powerless and those at the top feel the pressure of having to always know the answer.
“If we lock ourselves and trap ourselves to only seeing ourselves as part of that triangle, it is so self-limiting. And even if you are at the top of the triangle, it really traps you into behaving in ways that can be quite dehumanising and disempowering for yourself and others.”
Dr. Jeanne Hardacre Author & Consultant
The key is to stop behaving as though hierarchy is the full story. When people step out of that mental model, they collaborate more as peers and spend less time comparing or competing.
Three Powerful Micro-Experiments
Culture change doesn’t start with a new policy—it starts with action. Jeanne invites everyone to try small “mini experiments” that test new ways of being. Often, the biggest breakthroughs come from the smallest shifts.
Let Go of Shame. Many workplaces run on an undercurrent of self-criticism. This experiment asks you to notice that inner voice and replace the bully with a coach or friend. When practiced consistently, this softens interactions across the board.
Practice Neutral Thinking. Instead of spiralling into assumptions—“He’s always late; he doesn’t respect me”—simply notice the facts. “Luke hasn’t turned up for my meeting. He’s 10 minutes late. Hmm. Fact.” That neutrality prevents drama and protects trust.
Let Go of the Job Title as Identity. Titles can shrink how we see ourselves. Jeanne challenges us to resist the urge to define ourselves by them.
“How would you introduce yourself tomorrow without using your job title?”
Dr. Jeanne Hardacre Author & Consultant
By reframing identity around the difference you want to make, you create a more authentic sense of purpose.
Focus on Needs, Not Just Behaviours
Finally, Jeanne urges leaders to look beneath behaviour to the needs driving it. Every action, she says, is either an attempt to meet a need—or to compensate for one that isn’t being met.
“How is this behaviour a symptom of somebody either trying to get their needs met or compensating for the fact their needs aren’t being met?”
Dr. Jeanne Hardacre Author & Consultant
This lens transforms difficult conversations. Instead of controlling or “fixing” people, you’re addressing their underlying needs for belonging, safety, or recognition. When those needs are met, change happens organically.
Jeanne’s message is one of empowerment, not perfection. Cultural transformation doesn’t need to wait for the next strategy cycle—it can start with one conversation, one choice, one mini experiment. That’s what makes it human.
