Despite the efforts of organisations to increase the number of women in higher positions, progress is slow. This paper examines the implementation of what is arguably the most effective measure for changing these numbers: the quota. We adopt a practice approach to answer the central research question: how does an organisation practise gender quotas? Based on a qualitative case study in one large organisation with a self-imposed quota, our analysis identifies three quota practices: matching, rewarding, and gender-balanced shortlisting. We further identified two gender equality practices: storytelling and developing women. The findings show that the three quota practices meet with resistance and effectively amount to the non-practising of quotas. In fact, the organisation is mostly doing the gender equality practices of storytelling and developing women. The practice approach to quotas highlights power dynamics in organisations involved in quota (non-) practices and the centrality of a few actors in these practices.