In many modern workplaces, calling a senior executive by their first name is increasingly seen as a way of creating a relaxed and equal working environment. But an interaction involving Nigerian businessman Tony Elumelu and a graduate trainee has raised an interesting question: Does a modern workplace have to remove every form of hierarchy to create a healthy culture?
The issue goes beyond whether an employee should say “Tony,” “Mr Elumelu,” or “Chairman.” It touches on how leadership, respect and workplace relationships are understood in Nigeria.
First-name culture has become increasingly common in organisations that want to reduce the psychological distance between managers and employees. The idea is simple: when everyone uses first names, junior employees may feel more comfortable approaching senior executives, sharing ideas and asking questions.
Research and commentary on Nigerian workplaces, however, show that the practice does not always fit comfortably with local expectations. Respect for seniority remains an important part of Nigerian workplace culture, and some employees may consider calling an older or more senior person by their first name inappropriate unless they have been invited to do so.
This makes the reported interaction involving Elumelu particularly interesting.
Rather than automatically assuming that first-name communication is the universal standard of professionalism, the episode highlights an important principle of workplace culture: employees need to understand the preferences and expectations of the organisation and the person they are dealing with.
A first-name policy can have genuine benefits. Studies of organisations that deliberately adopt the practice have found that removing formal titles can make employees feel more comfortable around senior managers and reduce some of the barriers created by hierarchy.
But the opposite can also be true. In a workplace where seniority and formal respect are deeply embedded, forcing employees to use first names may create discomfort rather than openness.
For a graduate trainee, the lesson may therefore be less about whether calling a boss by their first name is “right” or “wrong” and more about reading the culture of the organisation.
Young professionals entering Nigeria’s corporate world are increasingly exposed to global workplace practices through social media, international companies and remote work. At the same time, they are entering organisations shaped by Nigerian traditions and expectations. The result is a workplace where two ideas of professionalism can sometimes meet—and clash.
For business leaders, the episode also presents a broader leadership question. A leader can be approachable without necessarily requiring employees to address them informally. Likewise, demanding formal respect does not automatically mean a leader is distant or unapproachable.
Ultimately, respect in the workplace is bigger than a person’s title or first name. What matters is how leaders treat employees, how employees communicate with management, and whether the organisation creates an environment where people can contribute without fear.
The Elumelu episode therefore offers a useful lesson for Nigeria’s growing generation of graduate trainees: before adopting a workplace trend, understand the culture of the organisation—and know how the person you’re addressing prefers to be addressed.
