A team member raised her hand, formed two fingers into bunny ears, and gently “hopped” them through the air. Jennifer realized in that moment that she’d gone down a rabbit hole. And someone was confident enough to call her out on it. 

To an outsider, it might seem like a quirky interruption. But at Southlake, it’s a powerful signal of something much deeper: a culture where everyone feels seen, heard, and safe to speak up. That bunny-ear gesture is part of a shared language that reminds the team to stay focused, light, and aligned with their mission. 

And it’s working. 

Since Jennifer and Dionne Malcolm, CFRE, Director of Strategic Marketing Communications and Brand Development, began intentionally rebuilding Southlake’s internal culture, they’ve seen measurable results: a 98% staff satisfaction rate, a 90%+ employee retention rate, and a 70% increase in fundraising revenue. These results make it clear: this isn’t just a feel-good initiative. It’s a high-performance strategy rooted in mission. 

Diagnosing a Culture in Crisis 

When Jennifer joined Southlake Health Foundation in the middle of the Covid-19 pandemic, she walked into an organization in pain. A staff engagement survey showed just 68% of employees were satisfied in their roles. Annual turnover was around 40%. And revenue was down by 25%. 

She had come from a large national charity, but what she walked into was a very different kind of challenge: a foundation with enormous potential, and a team that was tired, disconnected, and burned out. 

The root cause wasn’t a lack of passion. It was a lack of cultural cohesion. The team believed in the mission, but they weren’t thriving. And without a healthy, motivated team, no strategy—no matter how well-crafted—was going to succeed. 

The Turning Point: Joy and Mission as Strategy 

Jennifer and Dionne set out to redefine culture not as an abstract concept, but as a core component of the foundation’s strategic plan. 

They started by engaging the team in a collaborative visioning process. Together, they created a new cultural vision: 

“We will nurture a joyful, forward-thinking, entrepreneurial, inclusive, and professional culture to power our vision of transformative philanthropy.” 

That vision wasn’t just printed and posted. It was signed, literally. Team members outlined their hands in paint and added their prints to a culture mural in the office, along with the commitments they personally made to building the culture they wanted. 

It was symbolic, but it also created shared ownership. It showed that culture wasn’t just the job of HR or the CEO, but of everyone on the team. 

From Vision to Daily Practice 

The next step was embedding joy and mission into daily operations. Dionne and Jennifer shared several practical tools that any organization can adopt: 

1. Weekly Huddles with a Purpose 

Every Monday, the Southlake team gathers to share “mission moments”—stories of impact from the past week. Staff are encouraged to reflect on why their work matters and how it’s changing lives. 

This practice reframes the week by starting with gratitude and inspiration instead of to-do lists.  

“It’s probably the best way to start a Monday morning,” Jennifer shared. 

2. Mission Field Trips 

Staff members regularly visit the clinical departments their fundraising supports.  

“Our team visited the regional cardiac care program, where clinicians brought us through every area we’d helped support,” Dionne said. “They shared how proud and grateful they were, and how it would affect patient care in our communities.” 

Meeting physicians, seeing new equipment in use, and hearing patient stories connects the foundation staff’s daily work with real-world outcomes. 

3. Shared Language and Signals 

Phrases like “What’s the path to yes?” and “Lead from where you stand” have become part of Southlake’s internal vocabulary. They empower everyone to contribute, solve problems, and stay aligned. And yes, even bunny ears have a place. 

“We’re intentional about how we show up,” Jennifer said. “It’s those shared practices that help people feel connected and ready to lead.” 

These rituals may seem small, but they create clarity, trust, and psychological safety. 

Empowering People Through Accountability 

Culture isn’t just about joy. It’s also about accountability. At Southlake, cultural competencies are now part of every performance review. Team members are asked not just what goals they met, but how they contributed to the overall culture. 

“It’s not punitive,” Dionne explains. “It’s about reflection. What are you leaning into? What do you need to lean back from?” 

Hiring has also shifted. Culture fit is evaluated as seriously as technical skill, and new hires are given tools and training that support Southlake’s collaborative, growth-oriented environment. 

“We want the right people in the right roles,” says Jennifer. “But we also want people who believe in this vision and want to help create it.” 

Creating Space for Fun (and Recovery) 

Burnout is real in healthcare fundraising. Long hours, emotional labor, and the pressure to meet ambitious targets can take their toll. 

That’s why Southlake formed its Joy Task Force, a cross-functional group with its own budget and mandate: make work more joyful. 

Their initiatives include everything from summer ice cream freezers and therapy dog visits to multi-week baking competitions and themed spirit days. But it’s not just about fun. It’s about connection. 

“Joy isn’t fluff,” Dionne emphasizes. “It builds resilience and team cohesion. It reminds people why they show up every day.” 

Results That Speak for Themselves 

Since Southlake began its culture transformation: 

“Culture is our secret weapon,” says Jennifer. “It’s the reason people want to work here, volunteer here, and give here.” 

Your Culture, Your Strategy 

Jennifer and Dionne challenge you to ponder: what’s one thing you can do this week to align your culture with your mission? 

It doesn’t require a big budget or a major restructure. Maybe it’s starting your next team meeting with a mission story. Maybe it’s asking your staff what brings them joy and listening deeply to the answer. 

But whatever it is, do it intentionally. 

Jennifer believes wholeheartedly in Peter Drucker’s famous (alleged) quote, “Culture eats strategy for breakfast.”  

But only if you feed it. 

If you’d like to learn more about Southlake’s cultural transformation, reach out to Dionne and Jennifer through the AHP Thrive Community’s member directory . And if you see someone make bunny ears during a meeting, smile. It means you’ve built a culture where everyone belongs.