Photo: Bill Oxford

5 Ways To Foster Belonging At Work

What’s the worst thing an employee can say on any given day? How about, “I don’t belong here?” The schism that takes place when an employee doesn’t feel connected with the work culture can have wide-ranging impacts across engagement, performance, team dynamics and the bottom line. Companies need to ensure they cultivate a workplace where employees feel a sense of belonging, whether that workplace is in-office or remote. As much as we talk about the power of employee experience and the dynamics of employee engagement, we first have to address the primary need to belong. That sense of true connection is the foundation for how we feel about work — and indeed, how we work.

I’ve been having some really insightful conversations with Iain Moffat, Chief Global Officer of MHR International, about belonging. It feels right for the times we’re in right now. Some employees have been rapidly sprung out of the tangible community of the workplace and are now working from home. And some workforces are still in the physical workplace, but under increasing pressure as we continue to endure the pandemic and its fallout. But building a sense of belonging isn’t just a fix for now. It’s a powerful talent strategy that has long-term outcomes.

Iain and I agreed that building a sense of belonging needs to be part of any serious endeavor to build an exceptional work culture. We also both noted that while some organizations are surprised by how comfortable employees are working from home, it may be, ironically, because they’re home. So how can businesses provide employees with that same sense of being in the right place?

First, five key points on belonging and businesses:

  • Given the push-pull of working from home or working through the turbulence and challenges of COVID-19, belonging bolsters our realization that we’re in it together, no matter where we are. It’s been linked to improved retention and a far more successful employer brand. Employees who feel like they belong tend to invite others to experience that as well. 
  • We all need to feel like we belong — and when we do, there’s a marked increase in our engagement, overall happiness and health. In that sense, belonging is a benefit that should be part of the employer’s offering to employees: working with us, you will feel like you belong, and we will be intentional about that. 
  • In our consumer-driven society, belonging is more than just a feel-good. It’s a strong driver of brand alignment. When we feel comfortable with a brand, we tend to stay with it. We feel like it speaks to our values, our sensibilities. That loyalty easily translates into the workplace context: employees want to stay with their employer because they believe in the brand and are comfortable with its values and purpose. 
  • Belonging isn’t just a social component. It should be seen as a business strategy that considers and addresses the real needs of your employees in terms of safety, career growth, feeling a part of a work community, and balancing work and life.
  • A culture of belonging doesn’t aim to homogenize everyone into a shared identity, but rather fosters diversity and inclusion as a way of improving and enhancing a shared culture. There’s a big difference. You don’t need to steamroll over differences to find the common ground, particularly in the workplace.

Marshmallows, Spaghetti, and Teamwork   

That said, what does a culture of belonging look like? Iain provided a telling example of the complex dynamics of belonging in action: the marshmallow challenge, originally created by Peter Skillman — and the subject of a great TED Talk by Tom Wujec. In this collaborative training exercise, teams of four have a fixed amount of time to build a tower out of spaghetti and tape that can support a marshmallow. The team with the highest tower wins.

“What’s interesting about the challenge is the pattern of consistently high-performing and low-performing teams,” when you compare kindergarteners and business school graduates, he said. What I found interesting as well is that in general, the five-year-olds outdid the business school grads. 

The children walked into the challenge with no training or preconceived notion of how to work together. So they just did — “in short bursts of collaborative effort, prototyping to find the best solution,” as Iain described. “They have no pre-fixed view of how they should act in the group and no hierarchy. Instead, they just focused on how to solve the problem.” They worked inclusively, unconcerned with status or protocols. 

 But the business school grads got hung up on who would be in charge, wasting valuable time jockeying for position. “They acted in a way they think they should behave given their lengthy investment in an advanced education,” Iain said. “They focused on trying to come up with a single solution rather than collaborating, prototyping, trying and doing. They were held back by a set of assumptions of how they should behave.” Often they ran out of time, or built a tower that collapsed.

We’re not building spaghetti towers, to be sure. But we do tend to walk into work with a sense of hierarchy and how we’re supposed to behave. If, instead, we’re free to abandon our certain assumptions on status and protocols and just work together, we forge a new kind of teamwork that’s far more productive. A team in a culture of belonging can simply focus on the task and the output, and is comfortable enough to be open to each others’ ideas and relish the collaborative process. The overarching attitude is: “Let’s try it, if it doesn’t work, let’s try something else.” Without anyone in charge, there’s no agenda besides tackling the problem. Instead of being driven by ego, the team is driven by the energy of working together. Instead of feeling pressure to arrive at a perfect solution, the team has the freedom and confidence to prototype until they get it. 

Two factors changed the outcome for the business school grads, Iain said: “First, when someone with facilitation skills joined the business school graduates, they often performed better, as the group was organized around the task.” Second, “If the group received feedback on their performance, and had the time to reflect and then perform the task again, they outperformed by several hundred percent.” 

We have a remarkable opportunity right now to foster a sense of belonging within our workplaces. So many of us have taken the veneer off: we’re meeting from kitchens, we’re video conferencing with children in the background; we’re seeing each others’ lives. We’re seeing how important it is to protect employees working on the front lines or out in public, and how to include their perspectives in how we better safeguard our workforce. 

The climate of working during a pandemic has removed so many of the assumptions we bring into the workplace, and replaced them with a basic understanding that on a fundamental level we are people, working together. When you can build on that understanding by meeting one of our most fundamental needs — to feel that sense of belonging – it drives peace of mind, focus, productivity, collaboration and performance. In so doing, it fosters everyone’s success — that of the business, and that of its workforce. If you want to see how cohesive and collaborative your work culture really is, break out the spaghetti and the marshmallows. Then build on that until those towers are as high as they can be.

This post is sponsored by MHR International.

#WorkTrends: How Hollywood Is Killing HR

What are you working on right now? Who’s helping you?

If you’re like a lot of people, you’re probably working on projects with a broad range of people — employees, freelancers, contractors and everyone in between. How long have you worked with them? Will you ever talk to them again after this project? And most importantly, what’s your connection to each other and to the work?

This week on #WorkTrends, we’re talking to leadership coach Lisa Prior. She’s passionate about helping leaders bring out the best in themselves and their people. In our conversation, we went deep on how the changing nature of work is changing our relationships and our sense of connection. If you’ve never heard of the “Hollywood model,” you’re going to want to listen in or keep reading. It’s a fascinating way to think about the changing status quo for careers.

You can listen to the full episode below, or keep reading for this week’s topic. Share your thoughts with us using the hashtag #WorkTrends.

What Is the Hollywood Model?

A generation ago, everyone worked in a traditional, hierarchical model. The workers were at the bottom and the leaders were at the top, in a pyramid. Then, that pyramid flattened a bit and we saw more of a matrix management structure. Now, experts are pointing to a new way of working: Just like teams come together to make a movie in Hollywood, then disband and move on to the next project, we’re all moving through a fluid work structure, based on projects and outcomes instead of strict, defined teams and hierarchies.

But, Prior says, HR hasn’t kept up with that new model. Instead, we’re still using the same tools and structures to manage talent that we did in the industrial era — and it’s not working.

What we’re missing is connection between people, she says. “Even though the Hollywood model has its appeal, I also think it can be a bit dysfunctional. There is no depth of connection.”

How to Create Connection

So, how can organizations create connections among their people, whether they’re employees, freelancers, contractors or a combination of many different kinds of workers? Prior says it’s all about homing in on where people’s passion and talent meet the organization’s goals. She thinks about that point like a Venn Diagram overlap — the nexus of passion, talent and goals.

Forget Programs and Initiatives. Improve the Core Work Experience

First, she says, HR has to shift the mindset about the employee experience. “We tend to think about the employee experience as something that we’re going to create all these programs for and initiatives,” she says, when what we need to think about is the work experience itself. The goal? “Give employees purpose and relationships and development that helps them take charge of their lives by taking charge of their careers.”

Consider Your Company’s “Software”

“Leaders have to pay attention to the ‘hardware’ — the strategy, the playbook, the goals and objectives. That gets measured. But what’s often shortchanged is what I call the ‘software’ side,” she says. Prior says leaders should think about their company culture as an operating system.

Consider elements of your organization that don’t show up on a balance sheet: What’s the vision? How do you want people to relate to each other? How do you want them to collaborate and communicate across groups? What is your specific expectation of the executive team and the team that reports to them? What kind of environment should they create for people to work in?

“Leaders have to own the culture, but someone has to be stewarding along the activities that can help create the culture and make it happen,” she says.

Focus on Career Development

The gig economy gives workers a lot of freedom and flexibility, but it also brings a loss of loyalty and security. “Career development is the new job security,” Prior says. “It has become essential in the organization’s fabric.” But instead of thinking about career development as a traditional top-down initiative, Prior says, we need to put more tools in workers’ hands.

In her book, “Take Charge of Your VIEW: Career Advice You Won’t Get from Your Boss,” Prior maps out four skills for career development in the new world of work:

  • Vision: Have a vision for your life and how your career fits into it.
  • Insight: Understand your own strengths and your impact on others. What do you need to change or improve?
  • Engagement: How will you create a nexus between your passion and talents and what the organization needs?
  • Will: If you don’t have the will to make your plan happen, then your ideas and plans will just sit in your journal. Will is how you move forward and take action.

If you can work on all four of those areas, Prior says, you have a roadmap for navigating modern work life.

Continue the conversation. Join us on Twitter (#WorkTrends) for our weekly chat on Wednesdays at 1:30 p.m. Eastern, 10:30 a.m. Pacific or anywhere in the world you are joining from to discuss this topic and more.