After 20 years leading organizations, one leadership truism stands above the rest:
Culture isn’t shaped by what leaders say — it’s shaped by what leaders accept.
We call this the Elevanta Rule of Culture. Human nature is to emulate whatever behaviors are tolerated. If poor behavior goes unchecked, it quickly becomes the cultural norm. That’s why the leader’s real job isn’t slogans or speeches — it’s building a critical mass of positive, forward-looking professionals who set the tone. The skeptics? They’ll eventually self-select whether they belong.
“The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.”
– Gruenert & Whitaker
Two Types of Employees
In every organization, I’ve found there are really two types of employees. Understanding the difference is critical for leaders who want to shape culture intentionally.
1. Committed Employees – “Give to Get”
They give their time in exchange for pay. They see the role as a job, not a career, and often approach new responsibilities by thinking to themselves, “What’s in it for me?” They tend to be reluctant when asked to do something new, focusing mainly on their own perspective. When presented with change, they should be given clear choices and short timelines to decide whether to take on new responsibilities.
2. Engaged Employees – “Get to Give”
They believe they get to work here and bring an attitude of gratitude. They see their role as a career and a way to contribute meaningfully. They’re proactive, eager to solve problems, and energized by opportunities. They thrive when given training, recognition, and chances to take on more.
Why the Difference Matters
The research is clear: engaged employees deliver dramatically higher performance and are far more likely to stay.
- Gallup’s State of the Global Workplace (2023) found that engaged teams are 23% more profitable and have 81% lower absenteeism than disengaged ones.
- A meta-analysis in the Journal of Applied Psychology confirmed that engaged employees show higher discretionary effort, job satisfaction, and resilience than those who are only transactionally committed.
- Harvard Business Review has reported that disengaged employees often resist new responsibilities, approaching work as a transaction rather than a contribution.
The Elevanta Rule of Culture applies here: if leaders tolerate disengagement, disengagement spreads. But if leaders actively cultivate engaged employees — and give skeptics a choice to adapt or opt out — they create unstoppable momentum.
The Leader’s Job
Leaders don’t need every employee to be engaged on day one. The goal is to build a critical mass of engaged, forward-looking professionals who set the cultural tone. Once that tipping point is reached, the culture reinforces itself, and the organization moves from fragmented to focused, from reactive to proactive.
Outcome
This is the big secret they don’t teach in business school: leadership is less about strategy documents and more about what you allow and who you empower. Get the culture right, and performance follows.
At Elevanta, we help leaders apply the Elevanta Rule of Culture to transform their organizations.
Are your employees simply committed — or truly engaged?
Let’s talk. Contact Elevanta.AI »