“Man is by nature a social animal.” – Aristotle
Belonging is more than just a feeling—it is essential for individuals and organizations to thrive. At its core, belonging means feeling accepted and valued as part of a group. When employees experience belonging, they feel their input is important, their voices are heard, and their contributions are actively integrated into decisions. As a result, they are more confident, engaged, and motivated. This sense of connection also fosters trust, collaboration, and innovation.
Why Belonging Matters in the Workplace
Human beings are naturally social creatures. Research highlights this by showing that:
- Our brains process social rejection in the same way as physical pain.
- When not focused on tasks, our minds automatically shift to social thoughts.
- Larger brain size relative to body size in humans reflects our social complexity.
These findings demonstrate how deeply rooted our need for connection is. In the workplace, this need drives job satisfaction, reduces stress, and boosts well-being. Furthermore, employees with strong connections perform better, work harder, and stay longer with their organizations.
On the other hand, a lack of belonging leads to serious issues, such as lower productivity, higher absenteeism, and reduced profitability. For example, Gallup research shows that when employees have close workplace friendships, organizations see 36% fewer safety incidents and 12% higher profits. Clearly, creating a sense of belonging is not just a social goal—it is also a strategic advantage.
Risks to Belonging in Diverse Settings
Even though belonging is universal, many factors can hinder it in diverse workplaces. For instance, certain behaviors, biases, or processes can unintentionally exclude individuals or groups.
1. Ingroup Bias
People often gravitate toward those who are similar to them, leading to favoritism. As a result, diverse team members may feel excluded or undervalued. This bias can create divisions (faultlines) in teams, reducing cohesion and collaboration.
2. Confirmation Bias
When people only seek information that aligns with their beliefs, they tend to overlook diverse ideas. In turn, this discourages minority voices from contributing and stifles innovation.
3. Low Psychological Safety
If employees feel unsafe to voice their ideas, admit mistakes, or challenge decisions, they will remain silent. This is especially common in diverse teams, where individuals may feel additional pressure to conform.
4. Cultural Barriers
Different cultural norms around speaking up or challenging authority can cause misunderstandings. For example, while Western cultures encourage open debate, Eastern cultures may value modesty and group harmony.
5. Language Challenges
Even when teams share the same language, cultural differences in tone, expressions, and nonverbal cues can create barriers. Misunderstandings may arise, leading to frustration or exclusion.
6. Bias Against Introverts
Some workplace processes, such as brainstorming sessions, favor extroverts. Meanwhile, introverts who prefer reflection before speaking may struggle to have their ideas heard.
7. Barriers for Neurodiverse Employees
Traditional group settings often overlook the needs of individuals with hearing, speech, or learning challenges. This limits their ability to fully participate.
8. Poor Onboarding
New employees who are not given opportunities to connect with their colleagues may feel isolated. Consequently, this can lead to higher turnover and lower engagement.
9. Lack of Social Interaction
Agile and remote work models have reduced casual interactions, making it harder for employees to build personal connections.
10. Virtual Team Challenges
Teams spread across locations face fewer face-to-face interactions. Thus, building trust and cohesion becomes more difficult.
Strategies for Cultivating Belonging in Diverse Settings
Employers committed to inclusion can take several steps to foster belonging. By focusing on psychological safety, inclusive practices, and relationship-building, organizations can create a culture where everyone feels valued.
1. Foster Psychological Safety
Psychological safety means creating an environment where employees can share ideas and admit mistakes without fear of judgment. To achieve this, leaders should:
- Reward diverse contributions.
- Promote respectful debates.
- Model humility and openness.
When teams feel safe, they are more innovative and productive.
2. Encourage Inclusive Group Processes
Diverse teams perform best when every member has an equal chance to contribute. For example, managers can:
- Share meeting agendas in advance.
- Invite all members to participate.
- Ensure airtime is distributed fairly.
These actions help prevent dominant voices from overshadowing others.
3. Simplify Communication
Language barriers can hinder understanding. Therefore, teams should use simple, clear language, avoid jargon, and check for mutual understanding. Visual aids, such as charts or diagrams, can also help bridge gaps.
4. Build Strong Virtual Teams
Remote teams face unique challenges. However, managers can foster belonging by:
- Scheduling regular check-ins.
- Rotating meeting times to accommodate all time zones.
- Encouraging casual virtual interactions to mimic “watercooler” chats.
These efforts can strengthen connections among geographically dispersed employees.
5. Support Flexible Workers
Flexible schedules are beneficial, but they can lead to isolation. Thus, teams should:
- Schedule meetings during common working hours.
- Balance remote work with occasional in-office time.
These practices ensure flexible workers remain connected and engaged.
6. Value Introverts
Introverts bring unique strengths, such as deep thinking and careful listening. To tap into this potential, managers can:
- Allow time for individual reflection during discussions.
- Seek input outside of group settings.
These adjustments help introverts contribute fully.
7. Build Personal Connections
Friendships at work foster trust and collaboration. For instance, companies can:
- Organize structured social activities.
- Offer mentoring programs.
- Encourage team-building initiatives.
When employees form deeper connections, they feel more engaged and valued.
8. Improve Onboarding
Inclusive onboarding sets the tone for belonging. This could include:
- Pairing new hires with mentors or buddies.
- Introducing them to employee resource groups.
- Providing clear guidance on roles and expectations.
A strong start helps employees feel welcomed and supported.
The Business Case for Belonging
Belonging is not just a “nice-to-have” feature of workplace culture—it is a driver of success. Research consistently shows that diverse, inclusive, and psychologically safe teams outperform others. By cultivating belonging in diverse settings, organizations unlock creativity, collaboration, and sustained growth. When everyone feels they belong, everyone wins.
First published on LinkedIn
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