Digital content and social media agency BlazeKin Media has witnessed how the chaos of the wider world can have an effect on its team.
“Yes, we’ve had moments where societal polarization seeped into the workplace. It’s almost impossible to avoid these days,” says managing partner Roland Jakob. “But rather than shy away from it, we’ve addressed these issues directly. We’ve had discussions as a team, creating a space where people can voice concerns without fear of judgment.”
The result might be an “intercultural workshop where employees can share their experiences and learn from one another,” or mentorship pairings that connect people from different backgrounds. “It’s about building bridges where there might otherwise be gaps,” Mr. Jakob says. “These initiatives help create a space where everyone feels safe to contribute their unique insights.”
It’s an approach Mr. Jakob says he believes has helped “turn potential conflicts into learning opportunities.” In these increasingly tense times, when it can feel like employee engagement is challenging and reasons for workmates to disagree on political, cultural and social issues are on the rise, it also helps underscore the strategic importance, even advantage, of fostering unity.
“From my perspective, cultural cohesion is the backbone of any successful team. When people feel like they belong, their creativity and commitment skyrocket. It’s not just a feel-good idea – it’s practical,” says Mr. Jakob, who credits growing up in Toronto for teaching him the strength that can be found in diversity.
“I’ve seen time and again how diverse teams, when aligned, can outperform more homogeneous ones. Personally, I find it inspiring to work with people who bring different viewpoints to the table, as it constantly pushes me and everyone around me to grow.”
Workplace mental health and psychologist Dr. Marie-Hélène Pelletier says the importance of cultural cohesion links back to a pair of buzzwords: resilience and “psychological safety,” or the sense that someone can voice their feelings, good and bad, without fear of punishment.
“When leaders promote recognition, open communication, and support for mental health initiatives, they create a workplace where teams are better equipped to handle adversity,” says Dr. Pelletier. “By aligning internal goals and ensuring that employees feel valued for example, companies cultivate trust and creativity. This leads to better collaboration, innovative problem-solving, and overall organizational resilience, all of which drive long-term success.”
Key to this can be awareness of where disengagement, the opposite of cohesion, can breed within a workplace culture.
“Employees can become disengaged if they feel their contributions aren’t valued or if they don’t feel a sense of connection to their team or leadership. Micromanagement, unclear expectations, and a toxic or overly competitive work environment are things that can lead to disengagement,” says Shelby Veltkamp, human resource manager at case management software provider Case IQ.
“You might notice the employee missing deadlines or being generally disconnected from the rest of the team, and this can be due to a lack of recognition or misalignment regarding the company’s overall goals.”
One way to combat disengagement at Case IQ, for example, has been to ensure leadership “remains impartial” in any political or social tensions that might creep into the office. Like BlazeKin Media, Case IQ is also a big believer in the power of cross-team mentorship, and implementing more formal initiatives such as town halls and employee engagement surveys.
“We’ve noticed a big boost in employee engagement, lower turnover, and a stronger sense of belonging across teams. By fostering cultural cohesion, we’ve seen people collaborate more and share diverse ideas because they feel safe doing so,” says Ms. Veltkamp of the outcomes of these initiatives. “This has not only improved problem-solving but also led to better overall performance for the company.”
It’s an experience echoed by Zain Ali, a lawyer at Affinity Lawyers. “Like many organizations, we have experienced disruptors that challenge our cultural cohesion. These have included differing opinions on workplace practices and the integration of remote work,” he says.
By reframing these challenges as “opportunities for growth,” and implementing practical things like regular check-ins and feedback sessions, Affinity has seen its investment in cohesion pay dividends.
“We have seen increased employee engagement and satisfaction, along with a noticeable reduction in turnover rates,” he says. “Additionally, our diverse teams have contributed to a more innovative and adaptive organizational culture, allowing us to better serve our clients.”
At Little Rock Printing in Calgary, team-building activities and open forums for feedback, including a formal process when needed, have been the bedrock for creating cultural unity.
“There have been moments when external polarities have seeped into the workplace – such as differing opinions on societal issues that made their way into conversations among team members,” says president Brian Kroeker. “When this happened, we focused on reinforcing our core values of respect, empathy, and open communication. It’s been critical to remind our team that, while diverse opinions are welcome, respect for one another is non-negotiable.”
In a similar vein, Matt Erhard says he believes cultural unity can be supported by creating a culture where any disagreements are treated as interpersonal conflicts rather than irredeemable character flaws.
“It’s been my experience that it’s often best to address these situations by focusing on the behaviour, rather than labelling one or the other party as being the ‘problem,’” says Mr. Erhard, managing partner at recruiting firm Summit Search Group. “In the majority of these situations, the cohesion of the workplace was restored once the specific behaviour was addressed, without the need for changes to the workforce itself.”
He also points out that celebrating the good can be a pillar of a happy, cohesive place to work. For example, the company will often hold virtual meetings where it’s an open shop between leaders and employees to provide feedback on the culture and ask questions.
“These meetings also provide an opportunity for us to celebrate employee accomplishments and acknowledge employees who have made contributions to the workplace culture or otherwise represent our ideals and values as a company,” Mr. Erhard says.
“When employees feel like they have a voice in the workplace and the agency to address issues they see with it, then it creates an environment where a positive trust-based culture can thrive.”
