Leading with care: body, mind and spirit as tools of governance.

Corporate culture is not a set of values displayed on a wall, nor an aspirational narrative. It is a living system that sustains purpose, reinforces values and protects an organisation’s ability to make coherent and responsible decisions.

From this perspective, caring for the body, mind and spirit of those who make up the organisation is both a human responsibility and a strategic governance tool.

1. Body: energy and sustainability

An organisation’s capacity to advance its purpose depends on the energy of its people. Chronic overload, permanent urgency, meaningless meetings or chaotic communication are operational risk signals that directly affect decision-making and alignment with corporate values.

Creating conditions in which people can operate with attention, clarity and physical wellbeing is not a luxury; it is risk management. Governance sets the boundaries, rhythms and protocols that allow the organisational body to function in a sustainable way.

2. Mind: clarity and shared responsibility

Strategic decisions are built conversation by conversation. Uncomfortable silences, fear of expressing disagreement or the absence of spaces for collective thinking generate risks of misalignment, error and unsustainable decisions.

Caring for the mind means ensuring open communication channels, constructive feedback and the ability to question without fear. This allows clarity —one of the leadership pillars explored in previous articles— to translate into shared responsibility and decisions that are consistent with the organisation’s values.

3. Spirit: purpose and living culture

The spirit of an organisation is expressed in the daily experience of working together. It does not live in a handbook, but in the coherence between what is said, what is done and how it is done.

A living corporate culture reinforces purpose, aligns behaviours with values and builds trust.

When leaders and teams practise this coherence, they create safe, adult and professional environments where talent can unfold, innovate and sustain strategic direction without sacrificing integrity or wellbeing.

Caring for body, mind and spirit is not only a matter of humanity; it is a leadership and governance practice that protects the organisation’s ability to sustain direction, clarity and focus.

A strong corporate culture is therefore a tool for risk management, alignment with purpose and reinforcement of values. Leading means caring —because only through care can an organisation grow, innovate and make decisions that remain coherent with its long-term vision.

By Miriam Ponce

Director Corporate Culture & Governance