Dear Culturati Insider,
In business, speed alone is a poor substitute for clarity. Leaders today face a confidence crisis: in a survey of 2,675 global executives, 40% reported losing half their leadership team last year, rising sharply to 73% in high-pressure sectors like sales and media (LHH). Burnout is climbing as well, with 56% of executives now reporting burnout—up from 52% in 2023—leaving many uncertain about their ability to steer their organizations forward.
In this environment, effective leaders pause for thoughtful reflection, take full ownership of outcomes, and confront uncomfortable truths openly. Harvard’s Amy Edmondson and Johns Hopkins’ Michael Luca reinforce this: better decisions rely less on how much data we collect and more on how thoughtfully we interpret context and assumptions.
Nowhere is this more clear than in the commitment to diversity, equity, and inclusion: as external pressures prompt some organizations to roll back efforts, strong leaders double down on allyship—actively championing colleagues, amplifying marginalized voices, and reinforcing a culture of belonging. Companies that sustain inclusive workplaces outperform peers by 36% (McKinsey & Company) and foster deeper trust across teams, underscoring allyship as a vital leadership responsibility.
Dell Medical School Prof. Greg Wallingford, M.D. will be talking about how leadership behaviors are concretely correlated with burnout and how burnout drives performance in his sessions on cognitive hospitality at our upcoming Culturati: Summit.
Owning outcomes,
Myste Wylde, COO
Why Reflection is the Ultimate Innovation
Fast Company By Tony Martignetti
Summary: In a world obsessed with speed, reflection is the ultimate unlock for innovation. While 50% of global leaders feel overwhelmed by change (WEF, 2023) and only 33% of employees feel engaged at work (Gallup), the real challenge isn’t just keeping up—it’s thinking differently. History’s biggest breakthroughs—from Rachel Carson’s environmental awakening to Tristan Harris’ ethical tech movement—came from those willing to challenge assumptions, slow down, and ask better questions. Companies fixated on optimization risk missing the bigger picture: purpose, impact, and sustainability. Leaders who cultivate intellectual humility, embrace contrarian thinking, and prioritize long-term consequences don’t just stay ahead; they shape the future. |
Executives are Experiencing ‘a Crisis of Confidence,’ LHH Leader Says
HR Dive By Carolyn Crist
Summary: C-suite leaders are facing a crisis of confidence as burnout rises and leadership teams fracture. More than 40% of executives saw half their leadership team turn over last year, climbing to 73% in high-pressure sectors like sales and media (LHH, 2024). 75% say they need more support, yet leadership gaps persist, with misalignment and lack of cohesion among top challenges. With a third of new leaders doubting their ability to succeed, CHROs are under pressure to stabilize the C-suite, prioritizing retention, internal mobility, and leadership development to rebuild strength at the top. |
Why Personal Responsibility Is the Secret to Effective Leadership
Entrepreneur By Matthew Mathison
Summary: Effective leadership starts with personal responsibility. Many executives wait for others to step in or circumstances to improve, but meaningful change begins when leaders fully own outcomes—good or bad. With burnout and turnover at critical levels, successful companies tackle hard truths head-on, understanding transparency as foundational rather than optional. Leaders who openly own successes and failures encourage teams to surface and solve problems proactively. Moving from reactive management toward intentional ownership allows leaders and their organizations to shape the future rather than simply respond to it. |
The Right Way to Make Data-Driven Decisions
Harvard Business Review By Hannah Bates, Michael Luca, and Amy Edmondson
Summary: Data-driven decisions are only as good as the interpretation behind them. Many leaders either over-rely on data as infallible or dismiss it entirely, leading to flawed strategies. Harvard’s Amy Edmondson and Johns Hopkins’ Michael Luca highlight common pitfalls, including misjudging causation, overvaluing incomplete metrics, and overlooking contextual nuances. The key is interrogating data—understanding its limitations, aligning it with strategic goals, and fostering open discussions between decision-makers and data experts. In a world flooded with analytics, the real advantage comes from thoughtful application, not blind trust. |
Amid DEI Rollbacks, Champion Allyship
MIT Sloan Management Review By Meg A. Warren
Summary: Rolling back diversity, equity, and inclusion initiatives undermines trust, culture, and performance. McKinsey research shows that inclusive organizations achieve 36% higher profitability, and studies by Meg A. Warren of Western Washington University reveal that 76% of employees actively want to support marginalized colleagues. Warren’s global survey of 4,580 men across 103 countries found that 93% of equity-minded men are willing to check in on marginalized coworkers. When organizations retreat from inclusion commitments, it damages trust broadly across all employee groups, not just those directly affected. Coupled with rising turnover and burnout at senior leadership levels, organizations have a critical opportunity—and responsibility—to champion allyship by openly recognizing contributions of marginalized employees, amplifying their voices, encouraging leaders to model supportive behaviors, and reinforcing values that nurture genuine belonging. |
Relive any of our webinars anytime at Culturati: On Demand, our searchable video library. This session explores how to rebuild trust in distributed workplaces through gathering rigorously, fostering commonalities, and ensuring people matter. It also provides practical strategies for strengthening relationships, increasing collaboration, and navigating AI’s role in workplace culture.
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LEADERSHIP AND CULTURE
C-SUITE
EMPLOYEES
A.I. AND TECHNOLOGY
CORPORATE RESPONSIBILITY
INCLUSION, DIVERSITY, EQUITY, BELONGING
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