The Power of Cultural Cohesiveness

Take a look at print publications, digital campaigns and social media and you’ll discover countless articles, conferences, and people talking about culture. Frankly, the importance of culture is ever-present and emphasized.

So, what happens when you have a well-defined culture and experience a lack of connectedness and cohesiveness among leaders? Is this possible? Yes. Is it desirable? No. The negative impact of such a situation is discovered in the cultural fragmentation that your company will confront.

This is where definitions matter.

  • Culture - The shared attitudes and values that characterize a company.
  • Cohesiveness - Forming of a united whole.
  • Connectedness - Joined or linked together tightly.
  • Fragmentation - Breaking or separating something into separate and distinct parts.

Taking a cue from urban sociology; cultural fragmentation within a company is about the absence or underdevelopment of a united group of leaders that are linked together tightly around the shared attitudes and values of their company.

Put simply, the interests and preferences of individuals have taken priority over the united whole. This is both deceptive and dangerous.

This is where definitions matter for the second time.

  • Deceptive - Having the power to cause someone to accept as true, that which is false.
  • Dangerous - Able or likely to inflict injury or harm

Put simply, it’s culturally dangerous for any individual(s) to represent their preference or individual interest as the cultural norm.

The Power of Perspective

Cultural fragmentation is about the minimization of shared values. The power of cultural cohesiveness is about the maximization of awareness, communication and commitment.

This is where definitions matter for the third and final time.

  • Awareness - Possessing the knowledge and understanding of the shared attitudes and values that represent your company.
  • Communication - Expressing the shared attitudes and values consistently and continuously throughout your company.
  • Commitment - Demonstrating and living out what it means to be a cohesive and connected leader within your culture.


The ability to maximize outcomes and results is a direct reflection of the uninterrupted connection between leaders and the culture of their company.

On a scale of 1 to 5, with five being high, and one being low, how would you assess the power of your cultural continuity and cohesiveness?

With intent,

P.S. Thoughts? I'd love to hear them in the comments.

The Question That's Increasing Your Employee Turnover

“To reach people no one else is reaching, we must do things that no one else is doing.”
Craig Groeschel

Am I Supposed to Be Here?

I recently attended an event at which there was not a name tag prepared for me when I arrived. As the individual running the registration table fumbled to figure out why I didn’t have a name badge, I stood there staring at the 100 plus name tags that were laid out on the table. “Am I supposed to be here?” I wondered to myself. How often do new employees have this same thought on their first day?

When Laura arrived at her first job out of college the office doors were locked. When she knocked, no one came to the door. Eventually, someone with a keycard let her into the building, but they were unable to provide her direction on where to go beyond that point. “I had wandered into a sea of closed doors. I felt so lost,” said Laura, “I wondered if I was supposed to be there.” Laura only stayed with the organization for 10 months. 

Many companies put an emphasis on onboarding and development to “fulfill” new employees but simultaneously fall short in the first impression by failing to make the new employee feel known and welcome.

Succeeding at the First Impression:

In today’s job market, it’s no secret that top-performing job candidates have numerous options. As you hire, you must constantly remind yourself that not only are you trying to select the ideal candidate, but they’re trying to select the ideal company. First impressions matter. Would you rather work for a company that made you feel welcomed at your interview or a company that made you feel intimidated?

Ten Points for Positive First Impressions:

  1. Select someone to greet the individual and guide them through their first day.
  2. Provide an itinerary for their first day.
  3. Make sure all required materials and resources are prepared and ready.
  4. Clearly communicated expectations for the first day.
  5. Meet, greet, tour and introduce.
  6. Be prepared to answer simple questions like “where’s the restroom?” or “where should I go if I have questions?”
  7. Develop a handout of company language and terms.
  8. Create a connection and talk with them about your first day on the job.
  9. Don’t tell them about your company’s culture, show them examples of how your culture is experienced and lived out.
  10. Remember what you’d want to experience if this was your first day on the job.

Do Your Actions Reflect Your Words?

I constantly hear leaders say, “We value our people!” That’s great, but let’s make sure our actions are a reflection of our words. No new employee should have to wonder if they belong at your company on their first day.


When was the last time you invested time in understanding what a new employee, at any level, experiences on their first day?

Given the experience, would you feel welcome and want to work for your company?

Final Thought

What if your entire paycheck was based on the first impression you created for new employees? Would you get paid?  Are you willing to challenge yourself to change something that isn’t working?

People deserve better than our scraps of thought regarding their first day and first impression.


P.S. How does your company/organization work to make positive first impressions on new employees? Let me know in the comments.

Encouraging This One Thing Can Help You Innovate

Organizations continually strive to be innovative. They set the expectation and desire to innovate, but then neglect the process that leads to innovation–creativity.

By definition, innovation is the implementation of something new. It’s about the application of new ideas and solutions. It’s not the actual process of getting to those new ideas. That’s creativity, and that’s what so many companies let fall by the wayside.

Creativity is the seed of innovation.

Creativity is defined as “the act of turning new and imaginative ideas into reality.” The problem arises when people feel they don’t have the autonomy or aren’t challenged to come up with new ideas. Or when creativity is only associated with marketing, product, or design teams.

Creativity is about giving your people the agency to think of new and interesting ideas. Unfortunately, this is often at odds with traditional growth goals of companies. When reliable scalability becomes the goal, it’s natural to seek out process for continued reliability. However, process is often the antithesis to creativity.

Except when creativity is the process.

Innovation stems from the ability to think creatively about a problem and solution. It’s the result of creativity. And it’s virtually impossible to be innovative if you aren’t also encouraged to be creative.

When you combine creativity and empathy around an identified problem that’s when you get true innovation.

When most companies toss around the word innovation, they’re focusing solely on the end result. But how often does focusing solely on the result actually yield the desired outcome? The greatest return happens when the process is valued as much as the result.

At its core, creativity is a process. It involves both thinking and producing. As Thomas Disch said, “Creativity is the ability to see relationships where none exist.” It’s not about starting from scratch, it’s about combining pieces of information in new ways to create something of value.

We are all naturally creative. Think about your last interaction with a kid under the age of 12–their whole word is a creative process because they don’t have a way to understand all of our social constructions yet. The older we get, the more we learn to be uncreative.

Creativity is a practice. Anyone can tap into their creative energy by engaging in the process routinely. As leaders, it’s your job to set the precedent that creativity is encouraged throughout your company culture.

Three foundational factors are needed to foster creativity at work:

  1. The expectation to be creative at work.
  2. Having time to be creative (remember, creativity is a process).
  3. Freedom to take the risks necessary to be creative. (Creativity isn’t about getting it right the first time. Often our first ideas aren’t our best).

In a recent analysis of a Gallup study of more than 16,500 employees, it was found that the presence of these three factors within companies is all too rare. Are they present within your culture?

Creating a culture of creativity is critical to being able to remain an innovative company.

What would happen if you started thinking about all of your people as creators? Not just the departments where creativity is in the job title like marketing, design, and product.


We often challenge you to consider “Are your people living up to their potential?” in Thoughtwave. Today, I want you to ask yourself, “Are my people living up to their creative potential?” Begin challenging them to explore their potential through their creative process.

Other resources on creativity

Make it a creative day,

P.S. If you’re thinking that some people simply don’t think of themselves as creative. I challenge you to consider this: Everyone has the capacity to be creative. The people who are most uncomfortable with creativity struggle because they think that the end result of creativity has to be art in the traditional sense, but a painting isn’t the only output of creative thought. Investing in creativity will go a long way in releasing the new ideas necessary for innovation.

Is Etiquette Irrelevant?

It’s Laura here, stepping in for Brent this week.

So, you’re invited to a formal business dinner, but do you know the proper etiquette? Allow me to help…

Do: Use the envelope as a cue to who is invited.
Don’t: Assume you may bring a guest.

I’ve been surprised how many people weren’t taught this, but you can totally, and
should, use the envelope of an invitation to determine who is invited. For example:

  1. Mr. John Smith = Only John Smith is invited.
  2. Mr. John Smith and Guest = John may bring a guest.
  3. Mr. and Mrs. Bob Jones = Bob and his wife are invited.
  4. The Jones Family/ Mr. and Mrs. Bob Jones and Family = The entire Jones family is invited.
  5. Mr. and Mrs. Bob Jones, Miss Emily Jones, and Master David Jones = Bob, his wife, Emily and David are invited, but their two-year-old is not.

If you’re invited via email it should include details regarding guests. If it does not, reach out to your employer’s assistant for guidance. NEVER reach out to the individual(s) hosting you to pose this question; they are likely paying for you to attend. By asking you are putting them under pressure to allow you to bring a guest.

Do: Wear the provided name tag.
Don’t: Place it in an awkward position.

Always wear your name tag at the top of your chest, near your right shoulder and provide your full name as you introduce yourself. As you reach out to shake hands, your right shoulder will come forward, emphasizing your name tag. The person on the receiving end of your handshake will both see and hear your name simultaneously, increasing the likelihood for them to remember it.

Do: Find your table promptly.
Don’t: Just sit anywhere.

You should remain standing until the guest of honor arrives and invites you to be seated. If place cards have not been set, the guest of honor will take the seat with the best view, and if they’ve brought a guest, that individual will sit to their left. The guest of honor may instruct everyone where to sit, but if not, take any seat, ensuring that those attending together are not separated. In business dining it is not necessary to pull out the seat for a woman unless she is your guest.

Do: Take a moment to familiarize yourself with the table setting.
Don’t: Accidentally use someone else’s glass or utensils.

Your first action once seated should be placing your napkin on your lap. Fold your napkin in half diagonally, forming a triangle. Place the fold closest to your navel and the open ends facing your knees.

Have you ever wondered which glass is yours? Press your pointer finger against the pad of your thumb on the same hand. Hold your other fingers up in the air. Your left hand will create a “b” and your right hand will create a “d”. Your bread is on the left and your drink is on the right.

Image Source

Utensils are placed in the order of use from the outside in. The smaller fork is for a salad or appetizer and the larger fork is for dinner. A dessert spoon and fork may appear above your plate.

Do: Help pass the meal.
Don’t: Reach across the table.

You will always be served on your left and should pass dishes to your right. If needed, hold the dish for the person to your right who serves himself or herself, then holds the platter for the person to his/her right. When the table host or the guest of honor lifts his/her fork you may begin eating.

Never reach across the table to grab something. Rather, ask for the item to be passed in your direction. Never ask the server to bring you something that isn’t presented at the table - the only exceptions being salt and pepper.

If you must take a break for any reason, rest your knife across the top of your plate and the fork at the 3:00 position. To signal you are finished, place utensils at the 4:20 clock position.

Do: Enjoy an alcoholic beverage with dinner (obvious exceptions occur).
Don’t: Have more than one drink at a business function.

While two plus glasses of wine may sound great, while attending business functions it is only acceptable to consume one drink of alcohol.

Do: Place your napkin over your arm or on the edge of the table if you must leave your seat.
Don’t: Place your napkin on your seat.

If the dessert is buffet style, place your napkin over your arm as you move through the line. If you have to leave the table during dinner for any reason, place your napkin towards the edge of the table to the left of you plate. You will likely find that it has been replaced with a clean napkin when you return. If you drop your napkin at any point during the meal, ask the server to bring you a new one.

Keep the following in mind while enjoying the meal:

  • Keep eye contact with whoever is speaking. The only exception is when you take a sip of your drink. Break eye contact while you take the sip and return eye contact as you set the glass back down.
  • Never make a negative comment about the meal.
  • Always break bread with your fingers and never butter the entire roll in advance. Pull off a small piece, butter that piece, and enjoy it. Repeat.
  • If you spill, neatly pick up or clean up as much as you can. Immediately apologize to the others at the table. Discreetly signal the server who will assist you with cleaning up.
  • If you take a bite of food that too hot or spoiled, discreetly return the food to your fork or spoon and put it on the edge of your plate.
  • If you cough or sneeze during the meal, cover your mouth and nose with your napkin (if you do not have a handkerchief available). Never blow your nose at the table, if you need to, excuse yourself to the restroom.

Do: Thank the host and whomever invited you.
Don’t: Forget to write a note.

At the end of the event, wait for the guest of honor or host to rise. Be certain to push your chair back under the table. Thank whomever invited you as well as the host.

You should also send a thank you note to whomever invited you. Never send a thank you note with “thank you” written on the outside; there is no reason for the recipient to read the inside.  Keep the note brief and to the point, but don’t send a card with a printed message and just sign your name. Take the time to personalize the note and mention specifically why you are thanking the individual.

Is etiquette irrelevant? I would argue that it is not. Etiquette is a clear set of guidelines that will help you navigate all situations with taste and class.

P.S. Do you have an etiquette tip worth sharing? Post it to the comments!

The Brand & Culture Connection

It's Alyssa here, stepping in for Brent this week where I get to write to you about one of my favorite topics: brand.

Business is about people. Your employees and your customers. They’re what makes the business world go round and your profits go up.

It’s for this reason that culture is top of mind for high-performing companies. But so far, everything I’ve said you already know. You definitely know it intellectually, and you likely know it intrinsically.

So let me ask you a different question:

When you think about culture, do you think about your brand?

Raise your hand if you think all things related to your company brand lie within the marketing department.

You wouldn’t be alone, many people do. But your brand is so much bigger than your marketing department.

When we hear the term brand, it can be easy to constrain it to branding--you’re logo, color palette, tagline, and any other identifiable symbols. Those components definitely reside in marketing and design, but while these are incredibly important, they aren’t your brand. They’re reflections of it.

There are many definitions of brand, but they can be summed up like this: Your brand is the perception you put forth about your products, services, experience, or organization.

It’s how you represent your company and your values to others. So is your culture.

But brand is external, right? And culture is the internal part?

It’s easy to assume that you only need to focus on your brand externally, but that’s not true either. A brand should be cohesive throughout the entire experience with your company—for customers and for employees. If it’s not cohesive, you’re leaving room for confusion.

Most of the time, when we refer to brand we’re talking about our external presence—how a specific audience that we sell to or a certain type of client we want to attract is going to experience the company. However, how you develop your brand internally is just as important as externally.

Your employees need to understand how to communicate about the company—not just their job title and what they do on a daily basis. Each employee is a representation of your brand when they’re out in the world.

2 Peas in a Pod

Your brand and your culture should be complimentary. When you have a cohesive brand embedded into your culture it minimizes chaos. Suddenly, departments that typically work in silos are connected in a common purpose that is easily understood. When an angry customer writes into your support department, your support specialist will know how to respond in a tone and manner that is appropriate for your overall brand image. Or, when your product department is evaluating a new feature request, they can make a strategic decision based on the brand vision that’s been set for the year.

If focus is a goal for you, your team, and/or your company in 2019, you need to be thinking about your brand as a component to your culture. When your people are in alignment about the brand of the company they can make more strategic decisions in their daily activities.

The Brand & Culture Connection

Clearly communicating about your brand creates a community between employees, your company, and your customers. Brand becomes something that the entire company is responsible for, not just the marketing department, and that drives a company culture forward because people know what they’re working towards and how it influences the common goal.


Here are two of my favorite reads on this topic from HBR.

Why Your Company Culture Should Match Your Brand

Brand is Culture and Culture is Brand

^^This one highlights a company that decided to be purposefully unconventional and roll HR and Marketing up to the same executive because of the importance of internal brand in their culture.

Make it a great week,

How does your company promote the brand internally? Let me know in the comments.

My Desk Is In Brent's Office

Hi, it’s Laura this week.

I’ve now been working for PDI for six months. During that time I’ve come to learn that Brent is uniquely innovative in his preventative methods and resolutions to common workplace issues, particularly in family business, but not necessarily limited to. He practices the advice he gives to others in our own office and indicated that right off the bat…

Brent: One last thing, your desk will be in my office. Is that a problem for you?
Me: Umm…

That’s about all the “words” I could formulate when Brent threw this information my way at the end of my interview. “Didn’t he just say that when he is in the office the majority of his time is spent on the phone?” I thought to myself, “How will I get my work done if he’s talking in the background?”

As it turns out, the fact that my desk is in Brent’s office has been immeasurably beneficial and a practice I would encourage anyone with an assistant to try. Here’s why:
(Note: If putting your assistant’s desk in your office is unrealistic for your situation, I’ve included some takeaways to help your assistant become as effective as possible.)

1.     I was quickly able to learn Brent’s style when interacting with clients, which clients he is more formal with, and his “taboo” words. (Did you know Brent despises it when I call him my “boss”? I thought about entitling this article “My Boss Makes Me Sit In His Office” but I like my job too much….)
Takeaway: If your assistant is able to communicate with clients in the same manner that you do, you will feel more comfortable delegating to them. Help them learn your style by copying them on emails, allowing them to listen in on calls, and having them sit-in on meetings.

2.     In what seemed like no time I learned who our clients are. We have multiple clients with the same first name, clients with the same last name but who don’t work at the same company, and clients who are related but don’t work at the same company. It’s confusing to say the least, but sitting in with Brent I quickly established who “belongs” where.
Takeaway: Getting to know clients, vendors, partners, etcetera can be an overwhelming part of the onboarding process. Make it easier for new employees by creating bios or charts showing the companies you interact with and who the key players are.

3.     I receive in-the-moment feedback. I never have to wonder if I did something well or not, Brent tells me immediately because, well, I’m right there!
Takeaway: Feedback is one of the most important things you can offer a new employee. It can be as simple as an email saying “nicely done” or a regularly scheduled meeting to discuss what went well and what could be improved.

4.     There’s no lack of communication. We are able to keep each other constantly updated on the progress of different projects.
Takeaway: Communicate, communicate, communicate.

5.      Working in the same room creates absolute trust in both directions. Brent never has to wonder if I’m doing my work because he is able to see how hard I work. I never have to wonder if my job is secure because I see how much we’re thriving.
Takeaway: Trust is critical in successful working relationships. If it isn’t possible to have your assistant in a shared workspace, think of other ways you might create mutual trust. This may go back to regular meetings that allow your assistant to share their monthly successes. You could complete the trust loop by letting them know when key clients renew their contracts or by sharing success stories.

6.       Collaboration! Brent and I are constantly bouncing ideas back-and-forth. Through this method we have come up with ideas we may have not reached independently.
Takeaway: As an assistant I am constantly searching for ways to add value to the company; collaborating with Brent has been one way for me to accomplish this. Whenever we take the time to collaborate it seems as though our original idea comes out stronger, making it better for the clients and for the company.

Though it may seem strange, I am so grateful my desk is in Brent’s office. It has reduced the learning curve that comes with being the “newbie” and now, after six months of being here, I feel like I have worked here for years. If you have an assistant, or any employee who must be keyed in on the details of your business, take the initial steps to set them up for long term success. For some of you this may mean placing an assistant’s or other key player’s desk in your office, for others this will mean scheduling regular meetings.

Additionally, I encourage you to trust whatever conventional or unconventional method Brent suggests for addressing, preventing or resolving the strategy, problem or challenge you are confronting.I guarantee you he has thought it through and has a strategic reasoning for his suggestion.

P.S. I'd love to hear from you in the comments.

The Outsiders: How Non-Family Members Feel Interviewing for Your Family Business

It’s Laura contributing to Thoughtwave this week. I am the newest member of the Perpetual Development Team.

I stepped out of my truck.
Suite #112… this is it.
I made certain my shirt was tucked in. I checked my makeup and teeth in the side view mirror.
You’ve got this. You have the skills. You have the experience within a family business. Show them your personality.
I rang the bell.

According to Grand Valley State University, there are 5.5 million family businesses in America today, contributing 57% of the GDP and employing 63% of the workforce. Family businesses are responsible for 78% of new job creation.

If you’re reading Thoughtwave, chances are you own or work within a family business. If you’re involved in any part of the hiring process, you may believe your interviewees feel no different than those interviewing for publicly-owned organizations, but I’ve been through the process twice and can tell you it IS different.

I had been working for a family business for almost two years, but it was time for my boss to retire and business in the office was going to be slowing drastically. I decided to be proactive and search for another opportunity. When I found the job listing for Perpetual Development and noticed that they are not only family-owned but work with such businesses, I knew I needed to apply.

Your interviewees may be contemplating the best way to prepare for an interview with a family-owned business. As I prepared, I felt some relief in the fact that I had already worked for one. Think about it… what’s more valuable than education? Experience!

We’ll call my prior employer Smith Family Enterprises (SME). My experiences at SME were wonderful, but they came with a learning curve. At SME I was surprised how quickly I was exposed to the complexities of family business. Two family members who would soon be making the decisions didn’t always agree. One leader wanted to put in more hours; his wife wanted him home more. One employee wanted to feel like part of the family, but this was business.

Your candidates are going to be wondering how being an outsider who must be involved with the dynamics of a family will affect their position.

Going into my interview with Perpetual Development I was eager to learn more about the Patmos family, their values, and how the family relationships would play into my day-to-day.

Here are a few things your interviewee may be thinking about as they prepare for an interview with your family business:

How will I showcase that I am skilled enough to navigate the waters and manage relationships?
Your candidate may come prepared with examples of prior experiences managing delicate relationships. They will feel as though they need to show that although they are not a member of the family, they can work with the family. Be aware that they may be hesitant to give away specifics or anything too personal. By respecting the privacy of prior employers and coworkers, they’ll demonstrate the same respect they’ll give your family.

When I interviewed with Brent I gave examples by saying things like “A certain family member wanted me to use my time to BLANK, while another family member wanted me to use my time to BLANK. I managed this by BLANK.” I was able to validate my experience in family business without disrespecting my prior employer.

What is the culture?
Well-prepared interviewees will likely arrive knowing as much as possible about your company’s history and culture. They will have reviewed the company’s website and the LinkedIn profiles of its employees. Chances are they’ve Googled your business and read the business’ reviews to see how you handle customer relationships. The fact that your business is family-owned, will create extra pressure to fit into the culture.

While researching Brent and PDI I discovered his book, Beyond the Name. You can bet I read as much of it as possible prior to my interview. I am thankful I did as his book made it clear that his business WILL be part of his legacy. I knew he would be looking for someone who could emulate the culture he worked hard to create. I arrived feeling as though I already knew quite a bit about how he viewed business and how he might operate his own.

What skills do the family members not possess?
Your interviewee will likely be wondering why you elected to hire someone outside of the family for this particular position. If appropriate, disclose that information to them and allow them to highlight why choosing them makes sense.

My main interview for Perpetual Development was with Brent and Trudy. I was welcomed to the building by Marisah, a future family relative. They explained how their children contributed to the business. While they absolutely made me feel welcome, I knew that I was the “outsider” and would have to showcase skills that none of them currently possessed. During the interview, I discovered that Brent and Trudy were considering hosting leadership events but that no one on the team had a background in event planning. I was able to share my experiences as an event planner for a large international organization and the skills that it would bring to not only this area but the general structure and processes within the business.

How does the fact that the business is family-owned effect it?
Your interviewee may use the interview to gauge how the relationships within the family impact the day-to-day operations of the business.

I arrived to my interview with Brent and Trudy with A LOT of questions. Some of those included:

1.    How many family members are involved in the business?
2.    What positions do they hold?
3.    Are they all on site?
4.    How are decisions made?
5.    Who do I report to directly?
6.    Why did you decide to hire someone outside of the family for this position?

I wanted to be as aware as appropriate of the family dynamics, I wanted to be considerate of family dynamics AND I wanted to know how the family dynamics would affect me in the position.

How can I show the family who I truly am?
The job candidate will be looking for opportunities to showcase who they truly are and that they will be a good match for your family and your business.

During my interview, it was important to me to showcase to Brent and Trudy that I am trustworthy. I knew deep down that their entire family was aware that I would, at some level, become involved in the family of family business.

I would encourage you to be open with your interviewee about how the dynamics of your family play into your business. Provide them with opportunities to not only showcase their skills but their personality and how they might “fit in” at the family business. No one wants to feel like the outsider, especially at work, so share with them how they will be incorporated into the family business.


  1. Have you considered what it feels like for a non-family member to interview for our company?
  2. How do you communicate with candidates about how they will be integrated into the business?
  3. What do you share with interviewees about how being a privately held or family-owned business makes it unique?
P.S. I'd love to hear how you made a job candidate feel welcome at your family business. Leave me a message in the comments!

3 Questions To Ask Post-Tax Day

Recently, I came across this HBR article and thought it was timely for all of us now that tax day has passed. This week’s Thoughtwave is simple: Are you managing your people as carefully as you manage the budget?

Here are three questions to ask yourself:

  1. Do your people excel at managing priorities? Do you have a way to look at how your top performers are spending their time, so you can leverage their experience to develop others?
  2. When we see the budget, it’s easy to keep money top of mind and let it drive decisions. Money isn’t a primary driving force for everyone though, do you know what motivates your people? If not, discuss it with them. Find out what drives them to keep showing up.
  3. Satisfied employees ultimately bring a greater return to the business. Where do you need to improve employee engagement in Q2?

Make it a great week,

P.S. I'd love to hear from you in the comments.