Dear Culturati Insider,
Forget the typical leadership spiel — this week, we're championing the unsung heroes of every organization: the followers. From the unassuming 'Sheep' to the dynamic 'Stars,' recognizing and nurturing these roles can transform our workplaces from echo chambers into engines of innovation (and create better leaders in the process).
Challenging other assumptions, a recent Gartner survey of 3,500 employees found that 33% of executives would consider leaving if required to return to the office, compared to only 19% of non-executive staff. And, cutting through the rhetoric around resilience, we understand how to activate what's innately ours vs attempting to "build a skill" through methodology that simply doesn't work.
Finally, as we dispel the myth of global cultural homogeneity, we also recognize that engaging with democracy is not merely a choice but a necessity for businesses that depend on stable governance. With 80% of Americans expecting companies to advocate for fair elections, integrating this commitment into our strategies not only aligns with employee expectations but is also crucial for genuine local engagement and deeper market penetration—similar to how leveraging cultural divides can enhance our global presence. As we unpack these themes, we invite you to rethink not just the 'what' of your strategies, but the 'why' and the 'how' as well.
Read. Rethink. Respond.
Yours in questioning,
Myste Wylde, COO
How to Be a Good Follower
The Economist By Bartleby
Summary: The leadership discourse, heavily emphasized in myriad books, courses, and media, often overshadows a crucial aspect of workplace dynamics: effective followership. Despite the abundance of resources instructing individuals on how to lead, from "eating last" to embracing boldness, the reality is most employees, including leaders themselves, are followers at some level, a role crucial yet seldom emphasized. Professor Robert Kelley identifies five types of followers: 'Sheep' are passive and require constant direction; 'Yes-people' are uncritically enthusiastic, always agreeing with the boss; 'Alienated followers' are critical thinkers but cynical; 'Pragmatists' adapt and cooperate without initiating change; and 'Stars' combine independent thinking with proactive, positive contributions, acting as leaders in waiting. Leaders can significantly enhance workplace dynamics by recognizing these follower types and guiding individuals, including themselves, to evolve from passive or unengaged roles towards more proactive and engaged forms of followership. In doing so, leaders not only improve their teams but also model the continuous improvement and engagement they wish to see, embodying the dual roles of leader and follower effectively. |
Office Mandates Could Drive More Bosses Than Workers To Quit
Forbes By Jena McGregor
Summary: Recent reports reveal that senior-level employees are most likely to leave their jobs due to return-to-office mandates, challenging the assumption that resistance primarily comes from junior workers. A Gartner survey of 3,500 employees found that 33% of executives would consider leaving if required to return to the office, compared to only 19% of non-executive staff. This sentiment is echoed in an academic working paper analyzing Apple, Microsoft, and SpaceX, which observed increased departures among senior staff post-mandate. Despite some companies asserting low attrition rates and the success of hybrid work models, the data points to a significant misalignment between senior employees' preferences for flexibility and current corporate policies. This trend emphasizes the need for leaders to rethink how return-to-office mandates are implemented, ensuring they retain top talent who value flexibility and autonomy in their work arrangements. |
A Business Psychologist Explains How These 7 Myths About Resilience Are Holding You Back
Fast Company By Chantal Burns
Summary: Resilience is often misconstrued as a skill that needs to be developed, yet it is inherently present in everyone and naturally surfaces during crises like COVID-19, showcasing our innate adaptability and creativity. The "State of Mind" study reveals that nearly half of all adults frequently experience stress or anxiety, with many feeling overwhelmed—indicating a disconnect in our conventional approach to building resilience. The prevalent myths include the beliefs that it needs to be built, it is genetic, emotions must be managed or hidden, knowledge equates to resilience, adversity follows a linear path, life happens to us without our control, and resilience can be equated with mental toughness or emotional suppression. By debunking these myths and simplifying our approach—removing mental clutter such as false beliefs and unnecessary emotional management—we can uncover our true, innate resilience. Recognizing resilience as a preexisting quality, not a personal achievement, allows for a more genuine and effective response to challenges, enabling us to thrive under any circumstances. |
Corporate America is Mobilizing to Support Democracy in 2024 and Beyond. Here’s How.
Fortune By Ryan Gellert and Greg Behrman
Summary: This year is pivotal for democracy and businesses that rely on stable governance and social cohesion. Many CEOs prefer to avoid the upcoming U.S. elections, but disengagement is not an option—it endangers progress on all fronts. A prevailing belief suggests that supporting democracy is risky for businesses, yet 80% of Americans expect companies to promote fair elections, according to Weber Shandwick. Proactive strategies include rejecting the notion that democracy support is partisan, enhancing voter education, and upholding election integrity, which resonates strongly with employees. Not only is civic engagement by companies popular among staff, but research from NationSwell shows it boosts productivity and job satisfaction. Companies face real threats like contested elections and must prepare response strategies to maintain credibility and meet employee and customer expectations. By aligning civic support efforts with corporate values and leveraging collaborative initiatives like Patagonia’s Time to Vote, businesses can mitigate risks and amplify their impact. Ultimately, companies must view the 2024 election as a catalyst for long-term democratic health, investing in policies and educational programs that foster civic participation and protect the electoral process. |
A Model for Expanding Your Business into Foreign Markets
Harvard Business Review By Joshua Conrad Jackson
Summary: Contrary to earlier predictions that globalization would diminish cultural differences, a new study reveals that these differences have actually intensified over the last 40 years, contributing to the failure of corporations like Walmart in international markets. The study, based on responses from nearly half a million people across 76 countries, shows a significant variation in moral values, parental practices, and belief systems compared to four decades ago. Walmart’s struggles in Germany and South Korea exemplify the pitfalls of not tailoring business practices to local cultures. To address these challenges, the global leadership model REACH can be effective which is based on four foundational strategies: relationships with local partners, adapting brands to local cultures, committing to diversity and inclusion, and harmonizing with local governance. This model aims to make international business efforts more sustainable by ensuring that organizations not only maintain their core identity but also resonate with the local consumer base and regulatory environment. It can also strengthen operations within the U.S. by supporting diverse employee backgrounds and contributing positively to the local communities in which the business operates. |
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LEADERSHIP AND CULTURE
C-SUITE
Many CIOs are stuck in the AI slow lane but setting ambitious priorities as if they’re not (Fortune)
EMPLOYEES
A.I. AND TECHNOLOGY
CORPORATE RESPONSIBILITY
INCLUSION, DIVERSITY, EQUITY, BELONGING
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