Workplace Culture

“Organisations and workstations can no longer be permitted to be war theatres, and workstations active battlefields…” The Rise and Reign The Workers’ Committee Chairman’s physique belonged in a wrestler’s ring, not on a steel manufacturing factory floor. Top management and the lowest rank alike summed him up in a single word: ‘rough’. It was whispered that his election to the Chairmanship owed less to merit than to the efficient bullying and intimidation he was said to have unleashed upon fellow workers – his own version of ‘democracy in the workplace’. Chronology This steel manufacturing entity’s head office was located somewhere in the diaspora — which meant its top management culture was also, shall we say, ‘diasporian’. It was not their corporate custom to pay bonuses before the Christmas festive season shutdown, a stance squarely at odds with local custom and practice. The Human Resources Manager, for his part, did not see anything amiss with it. As fate would have it, the workers committee Chairman took compassionate leave to attend a close relative’s funeral back home in the communal area he hailed from. Collective Job Action Word spread that surrounding entities had already commenced their end-of-year bonus payments. Word also spread that there would be no such payment at this steelmaking company. Disbelief, frustration and anger moved quickly through the workforce, and the workers struck back — they downed tools and went home. The Human Resources Manager went into overdrive, and by the next day had managed to convince the employees to report for duty. They did. He then requested written reports from those concerned. Coincidentally, that was the same day the Chairman came back from compassionate leave. The Code of Conduct Provisions The Code of Conduct was internal and registered with the Ministry of Labour. One of the categories of serious offences was ‘Refusal to Obey Lawful Instruction from a Lawful Person’. Breaching this provision would result in termination of employment as specified under Section D (i). The Chairman was signatory to this approved Internal Code of Conduct. The Fall The Chairman, too, was requested to submit a report on the Collective Job Action. He flatly refused. A charge sheet was then drawn up, and when he was asked to respond to the charge as required by the code of conduct process and procedure, he refused again. He instead threatened to ‘deal’ with the ‘insensitive and vindictive management of this company’. He let it be known that he was ‘politically connected’, and that the company’s existence ‘in this country’ would soon be over. He did, however, agree to appear at the hearing — promising all and sundry that it would be the platform from which he would finally tell that management off. He also formally indicated that he had no need for representation. Surely, victory was his. The Verdict The Disciplinary Hearing Committee found him in breach of Section D(i). And so the man who arrived as a wrestler left as a cautionary tale. He had not been undone by the management he so despised, nor by his much-advertised political connections. He had been undone by a single sheet of paper he was too proud to fill in — a code of conduct that bore, of all signatures, his own. Therein lies the case for compliance. Process is not the enemy of the worker; it is his shield. The very provisions a man dismisses as petty bureaucracy on a good day become, on a bad one, the only thing standing between him and the door. The Chairman had every protection the code could offer. He simply refused to use them. All he ever needed to do was comply — to formally state that he had been away on compassionate leave when the Collective Job Action took place.  If you were the Human Resources Manager, what would you have done?

Financial literacy is a valuable skill that all employees should possess, regardless of their job title or department. In the modern workplace, financial knowledge is not only important for accountants or finance teams, but for every individual within the organisation. Employees who understand basic finance concepts are able to make wiser decisions, manage resources effectively and improve their work performance. Financial literacy involves understanding how to manage money properly. This includes skills such as budgeting, saving, financial planning, managing loans or debts and understanding the financial impact of decisions. These skills are not only useful at home. They show up at work too. For example, an employee who understands budgeting is more likely to be careful with company resources. An employee who understands the cost of waste is more likely to flag problems and make responsible choices. This kind of awareness, when shared across a team, can contribute to better results for the whole organisation. Many employees experience financial difficulties due to a lack of financial knowledge, and this can lead to stress that affects their concentration and productivity at work. An employee who is worried about money at home does not always leave that worry at the door when they arrive at work. On the other hand, employees who know how to manage their finances effectively are often more confident, motivated and focused on their responsibilities. Financial literacy, therefore, is not just a personal matter. It also affects how people show up at work every day. Financial literacy also supports professional development in ways that are not always obvious. The skills that come with understanding finance such as planning ahead, analysing information and thinking about consequences, are useful across many different departments. For example, someone in Human Resources who understands basic payroll and benefits can have better conversations with employees. Someone in Marketing who understands budgets can make smarter decisions about campaigns. Someone in Operations who can read a basic financial report is better placed to manage resources. Financial knowledge quietly supports competence in many roles, even those that have nothing to do with finance directly. Learning and Development departments have an important responsibility in promoting financial literacy in the workplace. Through training sessions, workshops and educational initiatives, organisations can equip employees with financial skills that benefit both their careers and personal lives. When organisations invest in this kind of learning, employees feel supported, which also improves job satisfaction and loyalty. In a nutshell, financial literacy is an essential workplace skill that positively impacts both employees and organisations. Employees who understand basic finance are more responsible, more productive and better prepared to contribute at every level. For this reason, organisations should continue investing in financial education, and Learning and Development teams should see themselves as champions of this important agenda.

Many African workplaces find themselves in a tough spot. On one side, there are global business models that focus on speed, competition, and individual performance. On the other side, there are cultural values that prioritise relationships, community, and shared responsibility. The issue isn’t that African values are “soft” or outdated. The problem is that they’re often undervalued, or worse, actively trained out of people. When organisations face issues like trust, accountability, burnout, and disengagement, the solution often lies right in front of them. Ubuntu is not a slogan; it’s a way of doing business Ubuntu is probably the most cited African value in leadership discussions, but it’s also the most misunderstood. Ubuntu doesn’t mean avoiding accountability,  lowering standards or seeking consensus at all costs. At its core, ubuntu recognises that people do their best work when they feel they belong. In practice, this shows up as: When people feel connected, they take responsibility because it matters, not out of fear. Respect is relational, not hierarchical Many African cultures emphasise respect. But not in the strict, authoritarian way it’s sometimes portrayed. Respect is earned through listening, being present, and in how power is used, not just who holds it In healthy workplaces, this kind of respect creates psychological safety. People speak up earlier, mistakes are pointed out before they become crises, and feedback becomes a tool for growth, not punishment. Ironically, organisations focused on “efficiency” often lose it by ignoring this. Collective responsibility strengthens accountability Some leaders worry that collective thinking weakens accountability. The opposite is often true. When teams view success and failure as shared, they step in when someone is struggling, take ownership beyond their job description, and are about outcomes, not just tasks. This doesn’t remove individual responsibility; it adds to it because  your work affects people you know, not just KPIs you report. The emotional layer we rarely talk about Leadership manuals don’t always cover the burdens  people carry into the workplace. There are family expectations, economic pressures, historical inequalities, and the emotional burdens of being “the first”, “the only”, or “the youngest”. African values have always made space for emotional awareness, even when it’s unspoken. They understand that humans are not machines, and performance doesn’t exist in a vacuum.Workplaces that acknowledge this reality don’t become weaker. They become more honest and resilient. Global best practices have their value. Structure, metrics, and strategy all matter, but leadership and learning work best when they are contextual; reflecting who people are, not just what they produce. The strongest organisations don’t choose between “African” and “global”.Instead, they thoughtfully and intentionally integrate both. What leaders can do differently (starting now) You don’t need a complete cultural overhaul to begin. You can start small, by: At Lubuto, we believe learning sticks when it reflects people’s lived experiences. Leadership development should consider emotion, culture, and context, not just competence. African values are already present in our workplaces. our job  is simply to notice them, name them, and design with them in mind. That’s how better workplaces are built.