Today, we’re delighted to have Timothy Tiryaki, author of the new book “Leading With Culture.” Timothy, can you start by telling us about the main theme of your book?
Thank you for having me. “Leading With Culture” is about understanding and navigating the transformative changes in today’s workplace. The 21st-century work environment, especially post-Covid-19, is evolving rapidly. My book aims to help leaders and organizations adapt to these changes, focusing on transformation management as opposed to traditional change management.
You draw a distinction between change management and transformation management. Could you elaborate on that?
Absolutely. While change management deals with ongoing, incremental changes, transformation management is about a strategic, revolutionary change. The Covid-19 pandemic has accelerated the need for this kind of transformation. It’s not just about evolving but revolutionizing how we approach work and the culture transformation within our organizations.
How has the Covid-19 pandemic specifically impacted the workplace?
The pandemic has significantly altered the landscape of work. It’s not just a health crisis; it has revolutionized the social contract of work. Employees’ needs and expectations have shifted dramatically. They now seek more humane workplaces, as evidenced by phenomena like the Great Resignation. The workforce that is returning is not the same as the one that left at the start of the pandemic. There is a new meaning of work and a new hierarchy of needs at work.
Is the great resignation still happening?
It is still happening with ripple effects such as quiet quitting (where employees stay but are doing the bare minimums), career cushioning (where employees are in active job search or open to any offers) and still high levels of employee turnover in North America. Another stark reality is that a significant portion of the workforce is disengaged and burned out. Leaders are now facing a critical moment where they must balance achieving results with nurturing employee relationships. It’s a wake-up call to reevaluate what employees are willing to invest in their jobs and what they aren’t willing to sacrifice.
Can you talk more about this new social contract or the new meaning of work?
Microsoft’s research is fascinating. It talks about a new “worth-it equation” in people’s minds, determining whether their job is worthwhile based on factors like culture, mental health benefits, purpose, flexibility, and vacation time. This aligns with our research at the Maslow Research Center, where we explore the changing hierarchy of needs at work.
What’s the new hierarchy of needs in the workplace?
Our research shows that workplace needs now encompass basic needs, psychological needs, and leadership needs. We have identified 26 employee needs in these three levels. Many leaders struggle to understand what has changed before and after covid, and our research points to the underlying causes on what changed. In summary, employees want to work for organizations that take care of their basic needs, a community of non-toxic colleagues and most importantly a leader that genuinely walks the walk.
And how are leaders adapting to these changes?
Many leaders feel unprepared for the increasing involvement required in their employees’ personal lives. There’s a growing tension between driving performance and building relationships. My book guides leaders on how to navigate this ‘performance versus people’ challenge by integrating culture-led leadership into their strategies.
Finally, what do you hope readers will take away from “Leading With Culture”?
I want readers, especially leaders and managers, to understand the transformative changes happening in the workplace. The book provides a common language and practical solutions for bridging gaps in this new era. Change is inevitable, but growth is a choice, and “Leading With Culture” is a tool to help make that choice a positive one.
Thank you, Timothy, for sharing these valuable insights from your book.
Thank you for having me. It’s an exciting time for leadership, and I’m glad to contribute to this important conversation.
About “Leading With Culture”
Leading With Culture is a groundbreaking book that delves into the transformative power of culture-focused leadership in the modern workplace. Drawing inspiration from Maslow’s hierarchy of needs, reimagined for the 21st-century post-pandemic landscape, this book presents original research that unravels the changing employee needs and the critical role of culture in meeting those needs.
Leading with Culture is available at Amazon.com USA and Canada in Paperback and Kindle formats.
About Timothy Tiryaki
Timothy is a global expert at the intersection of organizational culture, leadership, and coaching, and a sought-after executive advisor.
As the Founder of Maslow Research Center, he pioneers a human-centered leadership philosophy. With previous work experience from Procter & Gamble, Intel, and Great Place to Work Inc., Timothy’s research-driven unique frameworks decode current leadership challenges and bring actionable insights.
Timothy has led culture transformation projects for Fortune 500 companies, culture merger projects, trained & coached leaders from large organizations including the Army Special Operations and the Marine Corps.
Maslow Research Center: www.maslowresearch.com
Timothy Tiryaki: www.timtiryaki.com
