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On Culture: In (Sustainable) Speed We Trust


Dear Culturati Insider,


Today is Juneteenth. On June 19, 1865, more than two years after the Emancipation Proclamation, enslaved people in Galveston, Texas were finally informed of their freedom. We celebrate this day not only to honor Black history and resilience, but to confront the long legacy of injustice that still shapes our institutions. It is a moment to reflect on freedom, equity, and the work that remains.


This week’s frame came late yesterday afternoon, when Eugene shared what surfaced at a recent executive lunch: the need for speed is showing up everywhere. Not just in AI, but in decision-making, staffing, capital deployment, even cultural messaging. The pressure isn’t subtle. Boards expect it. Teams need it. Markets reward it. And in many cases, it’s what’s required.


This isn't a counterpoint, but a support structure. Because if we’re going to move fast, we need to protect the conditions that make it sustainable: trust, curiosity, and the courage to slow down long enough to ask the right questions. Speed can't (or shouldn't) be treated as a proxy for clarity.


On Monday I sat in on a conversation with Amy Edmondson, Stephen Covey, and Liz Wiseman on leading through uncertainty. They each named a different dimension of what effective leadership looks like under pressure. Amy reminded us that ambiguity must be made discussable. Stephen reframed trust as infrastructure. And Liz grounded it all in capability—how we restore agency without resorting to control. No one argued against urgency. Instead, they emphasized the disciplines required to lead well through it by leading out loud, embracing a "both/and" approach, and designing decisions in partnership rather than in isolation.


This echoes a call Eugene and I just had with Brooke Struck of Converge, who described courageous leadership in two distinct ways. First, as a collective act: guiding a group of leaders through real debate, surfacing conflict, finding convergence, and having the clarity to say, “This is where we’re going,” without invalidating what was left on the table. Second, as a personal choice: investing in people and change, even when predictability feels safer. Courage, in this frame, means resisting the reflex to default to what’s familiar. It means intentionally creating the conditions for dissent, not just allowing it. Brooke challenged us to consider what it takes to design rooms where complexity is engaged, not caricatured, and where diverse perspectives are not only voiced but meaningfully received.



What distinguishes sound decision-makers now is their ability to hold complexity without rushing to closure. They read context before asserting direction. They ask questions that identify risk early. And they respond to cultural strain not with avoidance, but with structured candor. Speed might move us forward. But depth informs direction—and shapes who we become along the way.


So on this Juneteenth, let us be reminded that reflection is not a slowdown. It is a source of strength. The work of justice, like the work of leadership, asks us to be deliberate about what we build, how we show up, and who we include as we continue on.


Intentionally yours,


Myste Wylde, COO


The Courage Crisis: The Silent Killer Of Leadership

Forbes

By Alex Brueckmann

 

Summary: Too many senior leaders are avoiding the hard conversations that define real leadership. In a landscape where 70% of employees report low trust in their leaders (DDI), the cost of silence is steep. Boards and C-suites often delay confronting strategy gaps, culture dysfunction, and underperforming teams, not because they lack insight, but because they lack courage. The strongest leadership move today isn’t projecting control; it’s owning what you don’t know, inviting dissent, and addressing the uncomfortable head-on. Courage isn’t charisma. It’s accountability, clarity, and the willingness to speak a hard truth early. Organizations that reward those behaviors (and not just outcomes) build lasting resilience.


Create Mental Space to Be a Wiser Leader

MIT Sloan Management Review

By Megan Reitz and John Higgins

 

Summary: Leaders stuck in constant execution mode are making poorer decisions, missing strategic insight, and draining team capacity. In a global survey of nearly 2,000 professionals, 59% said their meetings felt rushed, and 40% had no time to reflect, despite knowing that reflection is what unlocks better judgment. The SPACE framework (safety, people, attention, conflict, environment) offers a way to build "spacious mode," a quality of attention that fosters clarity, collaboration, and innovation. Executives can model this by slowing down before meetings, making room for ambiguity, and shifting their focus from tasks to interdependencies. High performance depends on integrating doing with perspective. 


5 Steps for Leading a Team You’ve Inherited

Harvard Business Review

By Marlo Lyons

 

Summary: Inheriting a team is a defining leadership test: how you navigate it shapes culture, trust, and long-term results. According to Russell Reynolds, 40% of executives overhaul leadership in their first three months, often triggering backlash, eroding morale, and losing institutional knowledge. The better approach is slower and smarter. Lead with structured assessment, not instinct. Invest in trust, even if change is coming. Communicate expectations clearly, honor what’s working, and don’t underestimate the value of legacy relationships. Culture and performance are built through how leaders choose to evaluate, include, and evolve.


How Smart Leaders Balance Urgency with Curiosity

Fast Company

By Jeff Wetzler and Natalie Nixon

 

Summary: Pressure for speed kills curiosity, yet curiosity is what drives innovation, trust, and sound decision-making. Research shows that when curiosity is stifled, employees hold back ideas and avoid risk, leading to stagnation and repeated mistakes. In high-pressure environments, leaders often mistake speed for competence, defaulting to fast fixes over better questions. The most effective leaders install strategic speed bumps that prompt reflection without stalling momentum. At the individual level these deliberate pauses can mean active listening and confirming understanding. At the team level, it may look like structured time for questions before key decisions. And at the organizational level, treating urgent problems can be reframed as an opportunity to rethink systems. Speed and curiosity aren’t opposites. You need both to build teams that think sharply and adapt quickly.


Adam Grant on How to Build a Great Workplace in an Age of Mega-Threats

Inc. 

By Sam Blum

 

Summary: The core of a great workplace hasn’t changed: people want meaningful work, room to grow, fair pay, and a sense of community. But today’s leaders are navigating added pressure from polarized politics, DEI backlash, return-to-office mandates, and the psychological toll of “mega-threats” on marginalized employees. Research shows that flexible work boosts retention and, in many cases, productivity. Yet companies clinging to rigid in-office models are outliers. Effective leaders adapt by reframing DEI in terms of fairness and opportunity, staying mindful of language, and recognizing that visible social events can impair focus and well-being. The mandate now is clarity, consistency, and care—especially from managers, who must create space for real conversation, not just performance.


Harnessing the power of authenticity & inspiration as a leader. LaToya Collins-Jones suggests we don’t need more rules or another corporate playbook, but that leading with clarity and audacity is the way. In this session, LaToya is calling in leaders ready to trust their gut and create cultures that reflect who they truly are. She'll explore how to build high-performance environments without burning out or selling out—and why the boldest move you can make is to lead from alignment. This conversation assumes leaders are here to shake things up—and ready to start with one powerful, unapologetic step.

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LEADERSHIP AND CULTURE


C-SUITE


EMPLOYEES


A.I. AND TECHNOLOGY


CORPORATE RESPONSIBILITY


INCLUSION, DIVERSITY, EQUITY, BELONGING



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