Conscious. Capable. Culture
In the previous edition of On Leadership we refreshed our mental positioning in the Influential Leadership System architecture, being reminded what Influential Leadership is, and its purpose.
It is iLeadership’s PURPOSE that drives its culturalising (creating a culture of iLeadership) behaviour in our workspaces—it takes ‘workers’ (from the receptionist to the CEO) into the realm of BEING ENGAGED.
Being fully engaged is the objective of iLeadership in every life circumstance, including the one we spend the most time doing—WORKING.
In this edition (#3325) we return to where we left off in edition #3125, to examine Social Agency as a workspace productivity lever, i.e., getting us engaged.
You will recall that we were building on the behavioural attribute of Personal Agency (and generally on the notion of agency as an attribute).
Let us recap.
| Agency
Human agency refers to the capability of a person to intentionally influence and shape their lives, events and environments through their own choices and actions, rather than being mere products of external events and forces. Agency has four core elements, namely:
Self-efficacy Personal Agency (‘I can act’) is grounded in self-efficacy and autonomy. The subject and object are the ‘I’ (I believe I can do this). Social Agency (‘I can act for and with you’) is also grounded in self-efficacy but directed towards inclusiveness (I believe we can do this better together). And, a terribly important point is that self-efficacy is NOT an inbuilt human attribute, and it is not found in equal measures in people. Self-efficacy and thus agency are not birth-acquired but developed, nurtured and curated through:
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Social Agency at Work
The On Leadership series on iLeadership in our Workspaces has been quite dense and demanding.
So, I am splitting our Social Agency conversation into two editions. Today I offer a lighter illustration of Social Agency (at Work)—next week we’ll engage with its mechanics.
As you take a tour with me, keep in mind that what we are considering how Social Agency Produces Workspace Engagement.
And, that engagement by ‘workers’ with their jobs implies:
- Higher levels of productivity,
- Greater rewards for all concerned,
- An enhanced sense of fulfilment and meaning, and
A workspace that is conscious, capable and culturalised for Leadership.
Who Wins the Tour de France?
I am not a great fan of road cycling, or the Tour de France, but I do take a keen interest in the dynamics of the sport and the Tour, the grandest of all the events.
To be one of the about-200 starters at the Tour is an achievement already.
To win one of the 21-odd stages is a life-time brag-right.
There have been 112 Tours, and 60 different riders have won the general classification (GC-overall winners) as at 2025.
One reason I have an interest in the Tour dynamics is its metaphor power for the Influential Leadership System.
Here is why:
- The cyclists, their teams and sponsors are super-charged competitors—perhaps that’s why they cheat so often.
- Within teams there are ‘team orders’, but the individuals within the teams still compete with each other.
- The teams have a mix of rider types—sprinters, hill specialists, flat-road riders, designated GC contenders, and the so-called domestiques (servants for the better riders).
- The rabbits. In almost every stage there will be a small group that will break away from the main group (peloton)—sometimes quite early.
- A rider from such a group has a 2.5% chance of winning the stage.
- Historically, stage winners come out of the peloton (main group) 90% of the time.
- Contrast that with a single break-away rider—their chance of winning a stage is about 1%.
- Here are the underlying dynamics:
- Peloton efficiency: A large group can ride faster for less energy per rider, so they can reel in a lone escapee or small group, unless the bunch is unusually disorganised and fails to work together.
- Energy cost: Drafting behind other riders can reduce wind resistance by up to 30–40%. A mid‑rear rider in a peloton can enjoy up to 95% drag reduction compared to a solo rider. Riding alone or in a small group for 150–200 km is massively more taxing than drafting in a large group—in other words, taking turns to share the burden in the front. Even the front riders benefit from the drafting due to turbulence reduction and pressure fill-in. So, everyone goes faster and further with less energy expenditure in a larger group.
- Protection & Safety: The peloton shields you from crosswinds and gusts, which can sap strength or split the race. Being in the middle of the bunch also reduces exposure to crashes caused by roadside obstacles or sudden gusts.
- Tactical Positioning: Teams use the peloton to control the race pace, chase down breakaways, or set up their sprinters and leaders for key moments. Staying in the group keeps you in touch with rivals and ready to respond to attacks.
- Psychological Advantage: Riding in a group can feel easier mentally—the shared rhythm and presence of teammates can boost morale, especially on long, flat stages.
So, solo, small group, peloton?
The Peloton Lesson(s)?
- What do you think the Peloton Lesson(s) is (are)?
- What are the engagement dynamics in your workspace?
- Where are you cycling?
Next week we’ll conclude this particular series on Influential Leadership in our Workspaces.
Regards,
Colin Donian
Karoo Founder & CEO
Influential Leadership Take ‘I to We’
Leadership Note # 3325 | 18.08.25
e: colind@karoo.world
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