
Meta co-founder and CEO Mark Zuckerberg recently took to Joe Rogan’s podcast to remark that “a lot of the corporate world is pretty culturally neutered”, suggesting that modern businesses would benefit from more “masculine energy”.
Until recently, this type of language would have seemed outdated. In 2022, Meta’s own inclusion and diversity report celebrated the fact the company had doubled the number of women in its global workforce.
However, the tide appears to be turning, especially in the US. From tech giants like Amazon and Meta to industry leaders such as Walmart and McDonald’s, many prominent businesses in the US have scaled back their DEI initiatives in the wake of Donald Trump’s re-election.
Days after his appearance on Rogan’s podcast, Zuckerberg informed staff of plans to cut 5% of Meta’s global workforce, with the tech company’s “lowest performers” first in line for the chop. His words on the podcast align him with the “anti-woke” agenda that is continuing to gain momentum. However, they mix up a valid focus on performance management with questionable views on gender and DEI initiatives.
What is “masculine energy”?
Although Zuckerberg’s definition of masculine energy isn’t clear, we can infer its implications. Typical definitions relate to traits such as focus, drive, competitiveness, risk-taking and decisiveness. Correspondingly, “feminine energy” is associated with empathy, collaboration, creativity and adaptability.
Zuckerberg’s words align him with the “anti-woke” agenda that is gaining momentum
It’s hard to see why an organisation wouldn’t want and need a blend of these traits. This can only be achieved by having a diverse workforce. While distinguishing the two ‘energies’ isn’t inherently wrong, taking an oversimplified stance immediately prompts polarising responses to a nuanced reality. This can be seen in many of the public comments and responses to Zuckerberg’s statement.
It’s true that different workplace societal cultures exist. More often than not, this is appropriate given the purpose and nature of the organisation or particular team. However, a one-size-fits-all mindset overlooks that we are clearly living in a time of plurality in the workplace, whether that stems from multiple generations, cultures, skills, genders, neurodiversity or expectations.
A high-performance culture is surely one that can maximise the strengths of these differences and enable those exhibiting them to flourish.
Listen to your teams
Zuckerberg isn’t alone in his desire to revert to pre-pandemic workplace norms. Amazon’s mandated return-to-office policy came into force this month.
James Watt, the former BrewDog CEO, has also come under fire for arguing, “If you love what you do, you don’t need a work/life balance”. While there could be some truth to be found here, it clearly speaks to a privileged position supported by wealth and power and is problematic as a blanket statement.
The language we use will dictate whether the workplace culture is conducive to success
These organisations and leaders are overlooking one inescapable truth: workplace culture has evolved over the past five years. Concepts such as hybrid working, increased mental health support, a focus on interpersonal connections and personal growth and satisfaction have become priorities for many individuals.
It’s unsurprising, then, that actions to curb or remove such benefits have caused a backlash. Amazon workers across 20 countries protested over the Black Friday weekend – one of the biggest events in the retail calendar – in their fight for better workers’ rights.
Aspiring businesses need to listen to their teams. Nine in 10 employees believe their bosses should prioritise mental health at work, so why isn’t this happening?
Leaders should also be keeping one eye on the future and this means accommodating the expectations of generations Z and Alpha. According to a recent Randstad study, almost three-quarters of gen-Z workers prioritise work/life balance over salary.
The foundations for high-performance
So, what does a high-performing workplace look like? It will need performance standards, accountability and hard work. However, it can’t be as straightforward as equating this to a simplistic debate of masculine versus feminine energy.
A high-performing workplace needs a strong foundation of transparency, fairness, shared objectives, value-driven behaviours and inclusivity.
Empathy and vulnerability aren’t to be shunned. Leaders need emotional intelligence and flexibility to unlock a team’s potential. The ability to drive performance, innovation, attraction and retention of diverse talent hinges on finding a balance that enables unique strengths to co-exist.
Underpinning all of this is how we communicate with our people as leaders. The language we use, and the values and principles we live and work by, will dictate whether the workplace culture is conducive to success.
The onus is on leaders to ensure that every person’s merit is respected. The energy in the workplace and the gender it may, or may not, have is irrelevant.

Meta co-founder and CEO Mark Zuckerberg recently took to Joe Rogan’s podcast to remark that “a lot of the corporate world is pretty culturally neutered”, suggesting that modern businesses would benefit from more “masculine energy”.
Until recently, this type of language would have seemed outdated. In 2022, Meta’s own inclusion and diversity report celebrated the fact the company had doubled the number of women in its global workforce.
However, the tide appears to be turning, especially in the US. From tech giants like Amazon and Meta to industry leaders such as Walmart and McDonald’s, many prominent businesses in the US have scaled back their DEI initiatives in the wake of Donald Trump’s re-election.