Copyright Fast Company
My sister-in-law always dreamed of visiting Africa. She’s an adventurous traveler and rallied her husband, daughter, and extended family for the trip of a lifetime. My wife and I, also passionate explorers, jumped at the chance to join what would become a truly unforgettable, bucket-list safari. The “Ultimate Africa Experience” included stops in South Africa, Zimbabwe, Zambia, and Botswana. The tour company is renowned for offering travelers experiences that extend beyond wildlife and landscape viewing, immersing them in the local people and cultures. While I was ready to be awed by elephants, lions, and giraffes, I didn’t expect to be profoundly transformed by the people and their unique, special culture. Throughout the trip, I often found myself viewing this extraordinary place through the lens of a leadership consultant, connecting the people, villages, and markets to observations made daily in corporate cultures back home. Subscribe to the Daily newsletter.Fast Company's trending stories delivered to you every day Privacy Policy | Fast Company Newsletters Let me share a few observations with the hopes of connecting these safari experiences with leadership opportunities in the corporate boardroom. A culture of storytelling Over the course of three weeks, we met with dozens of people living in rural villages, shopping and working in local markets, and guiding visitors in the bush. We shared meals, learned about customs, and participated in candid conversations about daily life. Everyone we met was eager to teach and learn. But what struck me most was a phrase I heard dozens of times: “In our culture…” That phrase always introduced a story—not an explanation or justification, but a simple, factual, and respectful insight into how people live, what they believe, and how it centers their ability to live authentically. For example: “In our culture, we wear this head wrap when we’re married.” “In our culture, we use our aunties and uncles to introduce the person we want to marry to our parents.” “In our culture, we use the bark from a sausage tree to treat skin and other conditions.” Each story reflected pride, history, and a sense of identity. They weren’t presented as superior or inferior—just different. Understanding before judging Had I not been on vacation—with an expert guide who prepared us to listen with an open heart—I might have slipped into judgment: Why don’t they use modern materials? Why do women still wear that? Why not just…? But instead, I paused. I listened. I learned. I was curious about why these practices existed and the values represented. Then it hit me; this nonjudgmental curiosity is exactly what’s missing in most workplaces. I often witness leaders who rush to judge another colleague, department, or company for doing something differently. Why does he take so long? Why is engineering so rigid? Why does that team act that way? These snap judgments often lead to culture clashes—like the ones I worked hard to avoid on my trip. They are driven by assumptions rather than curiosity. “In our culture…” at work What if we encouraged more curiosity in our organizations? advertisement What if leaders were coached to ask: In your team’s culture, how do you approach projects? What’s the story behind this tradition or process? What values are you honoring through this decision? In the villages we visited, each had a communal gathering place called the boma—a circular, sacred space used for everything from conflict resolution to welcoming babies and celebrating harvests. It was a place where elders could lead, and the community gathered. Imagine if your team meeting space became your boma. A safe place to resolve tension, recognize milestones, and realign around shared goals. How might that change the tone and purpose of your meetings? The role of the cultural guide Our tour guide, Abbie, was a master facilitator. He created space for people to share their truths and helped us understand the meaning behind each ritual, behavior, or practice. He made sure both hosts and guests felt seen, respected, and curious. He also placed us in culturally immersive situations, even when it felt uncomfortable—and helped us process the meaning afterward. His authenticity and presence were contagious, as he provided a master class in leadership. Every organization needs a guide like Abbie. Whether it’s a people leader, HR partner, or culture champion, someone must create conditions for nonjudgmental learning and cross-functional empathy. Someone must model the mindset of “tell me more about your culture.” Where a curiosity-based culture can lead Workplace culture isn’t a monolith. It’s a tapestry of individual habits, team norms, organizational systems, and unspoken values. It can be confusing, contradictory, even messy. That’s why it’s tempting to simplify it into a few bullet points, slap them on a poster, and move on. But culture lives in the day-to-day: how meetings are run, who gets praised, which behaviors are overlooked, and what rituals are honored. People are: Joyful: Even with modest material resources. Caring: Helping extended family and neighbors without hesitation Innovative: Using local materials, plants, and wildlife to support well-being and sustainability. Generous: Even when you have little to give. Slow to judge: Even with clear outsiders. Imagine if every company prioritized helpfulness, respect, curiosity, generosity, and resilience. It would look a lot like the value statements on so many corporate websites—except these communities live them, day in and day out. I no longer think of culture as something to fix, but as something to understand. When we choose curiosity over judgment, empathy over assumption, and shared purpose over personal preference, we become better leaders—and better human beings. So, the next time something at work rubs you the wrong way, try starting with: “In our culture…” And listen for what comes next.
