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.

  • AwarenessPossessing the knowledge and understanding of the shared attitudes and values that represent your company.
  • CommunicationExpressing the shared attitudes and values consistently and continuously throughout your company.
  • CommitmentDemonstrating 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.