Never underestimate the power of dreams and the influence of the human spirit.
— Wilma Rudolph, American sprinter and three-time Olympic gold medalist
Dear Culturati Insider,
This week's On Culture begins with the parallels Tejs Borberg draws between his Olympic discipline and executive strategies, demonstrating how principles from high-performance sports can enhance leadership capabilities by fostering resilient, excellence-driven cultures through focused improvement and data-driven decision-making.
From Great Resignation to "Great Detachment, " employees' waning enthusiasm highlights a critical gap in leadership coaching. Despite widespread acknowledgment of its benefits, many leaders report a lack of sufficient coaching, emphasizing the urgent need for organizations to foster engagement and retention through enhanced mentorship.
Turning to Scotiabank’s AI achievements, we see demonstrated the transformative impact of ethical AI on customer interactions, emphasizing the necessity of responsible innovation in the digital age. Concurrently, we address how evolving workplace policies can mitigate gender biases, particularly the "maternal wall," promoting equitable practices and shared caregiving responsibilities for a more inclusive workforce.
Lastly, we take a look at the neuroscience behind dreaming and mind-wandering, revealing their potential to boost creativity and problem-solving, and how adopting flexible thinking and playfulness can create more open, imaginative, and innovative approaches in our teams.
Each topic in this edition is curated to provide actionable insights, empowering you to lead effectively, innovate with responsibility, and nurture a culture that equally values performance and people.
Free minds think in light,
Myste Wylde
COO
I’m a Founder and Former Olympian. Here’s How the Games Shaped My Leadership Style
Fast Company By Tejs Broberg
Summary: Tejs Borberg, a former Olympian and tech startup founder, draws on his experience representing Denmark in the 1998 Nagano Olympics to articulate leadership insights that resonate in today's competitive business environment. His journey through rigorous alpine skiing events such as Super G, Giant Slalom, and Combined, emphasize the critical role of data-driven decisions and understanding the fine margins between success and failure — lessons that have directly informed his strategic approach as an executive. Borberg advocates for embracing the process over mere outcomes, valuing continuous learning from failures, and promoting an ethos of persistent improvement and daily competitive drive within teams. His narrative serves as a blueprint for fellow leaders, illustrating how athletic discipline can translate into building a resilient, innovative corporate culture, with a steadfast focus on collective ambition and excellence. Executives aiming to integrate high-performance sports principles into their leadership practices will find Borberg's insights instrumental in enhancing team dynamics and driving organizational success. |
Employees Are Desperate For Coaches At Work and Bosses Better Listen Up
Fortune By Azure Gilman and Emma Burleigh
Summary: In the wake of the Great Resignation, U.S. workplaces are facing a new challenge termed the "Great Detachment," where employees remain in their roles but with waning enthusiasm. A recent study by DDI, drawing on data from over 15,000 HR professionals and business leaders worldwide, underscores the critical need for better managerial coaching. Despite 85% of HR professionals emphasizing the importance of developing coaching skills, about 40% of leaders feel under-coached by their managers. This disconnect highlights an opportunity: companies that excel in coaching are almost three times more likely to succeed in engaging and retaining top talent. With a shifting focus towards leadership development, organizations are urged to cultivate a coaching culture that not only enhances employee engagement but also ensures retention, particularly of high-potential employees who are most at risk of departure when under-coached. |
How Scotiabank Built an Ethical, Engaged AI Culture
MIT Sloan Management Review By Thomas H. Davenport and Randy Bean
Summary: Scotiabank, one of Canada’s largest banks, recently received accolades for its AI initiatives, winning DataIQ's Most Innovative Use of AI and Best Responsible AI Program awards. Their award-winning chatbot, which improved accuracy from 35% to 90% since late 2022, demonstrates the power of effective AI implementation. This success is attributed to the collaborative effort in curating a high-quality knowledge base and using auxiliary AI models to streamline training processes, reducing manual labor significantly. The bank’s commitment to AI ethics, supported by policies and an AI risk management framework, further strengthens its leadership in responsible AI. Scotiabank's comprehensive approach includes a data ethics policy, annual employee attestations, and an Ethics Assistant tool to assess AI use cases early in development. This culture of innovation and responsibility has not only earned industry recognition but also set a benchmark for AI excellence in the financial sector. |
How Biases About Motherhood Impact All Women at Work
Harvard Business Review By Amy Diehl and Leanne M. Dzubinski
Summary: Women face significant workplace biases regardless of their parental status. Unlike men who receive a "fatherhood wage premium," women, whether mothers or not, encounter a "maternal wall" that hinders their career progression. These biases include the "maybe baby" bias, where women are overlooked for roles due to potential future motherhood, the "do more" bias expecting non-mothers to work harder, the "pay less" bias assuming women need less pay, and the "never quite right" bias devaluing women’s contributions. Addressing these issues requires flexible, non-judgmental work policies, equitable work distribution, standardized pay practices, and encouraging men to share caregiving responsibilities. Implementing these strategies can dismantle the maternal wall and foster a more inclusive, innovative workforce. |
Dreaming, Play, and Mind-Wandering
Psychology Today By Kelly Bulkeley Ph.D.
Summary: Current neuroscience suggests dreaming is a form of mind-wandering during sleep, engaging the brain's default mode network. Both activities reflect the mind's playful, spontaneous, and imaginative states. This understanding can inform leadership and corporate culture by emphasizing the value of creativity, flexibility, and open-minded exploration. Encouraging a work environment where employees feel free to brainstorm and explore ideas without immediate judgment can foster innovation and problem-solving. Integrating playful elements into corporate culture, such as flexible thinking and allowing time for mental wandering, can enhance creativity, improve employee engagement, and lead to unexpected insights and breakthroughs. |
Want the full newsletter each week in your inbox? Sign up now to save time and stay on top of trends.
LEADERSHIP AND CULTURE
C-SUITE
EMPLOYEES
Nearly Half of US Employees Would Take a Pay Cut to Avoid Being Tracked By Their Boss (Fast Company)
A.I. AND TECHNOLOGY
CORPORATE RESPONSIBILITY
INCLUSION, DIVERSITY, EQUITY, BELONGING
Comments