Creating a Strong Sense of Belonging
Think of experiences at work or in your personal life where you felt fully valued, understood and ‘seen’ for all you bring to the table — your background, experiences and skills. What was it about the situation, the environment and the people that created the experience? How did it impact your sense of competence, confidence and success? Now, think of a time when you did not feel valued, understood or seen for who you are. How was that experience and its impact on you different?
Through this simple reflection, we remind ourselves how significant the sense of belonging is and what a powerful influence on performance it can be. When we feel a strong sense of belonging, we feel free to be ourselves and safe to offer different points of view and dissenting opinions, and we believe that our contributions matter. We feel like ‘insiders,’ a trusted integral part of a team, network or community.
In contrast, when our sense of belonging is low, we feel like ‘outsiders.’ We feel vulnerable and guarded, we don’t speak up easily or offer alternative perspectives and we contribute less, as it doesn’t seem to matter.
The degree to which we feel we belong can vary from one person to another, one team to another—and even from one meeting to the next. Given the increasing diversity of our teams, we can never take a sense of belonging for granted. That is why, as leaders, colleagues and team members, we need to be purposeful and deliberate in cultivating a sense of belonging for all.
Every day brings with it opportunities to shape the belonging experience by applying inclusive behaviours and norms that make it clear to each person that their differences matter. Research proves that the highest-performing teams are diverse and inclusive groups of committed, passionate people, brought together by a shared vision and deeply invested in each other’s success. As individuals, they bring their unique experiences, backgrounds and perspectives. As a group, they form the right mix of talent. Inclusive teams build a sense of belonging for all members, elevate a hightrust culture and provide psychological safety by encouraging members to voice diverse opinions, share non-traditional views and ask better questions.
Like an iceberg, many aspects of our identity are not visible to others. For example, someone’s identity may include ‘being a man, father, artist, accountant, immigrant and introvert.’ Distinct
aspects of our identity may become more relevant in different circumstances. How much we share of our personal lives, and when and how we do it, differs from one individual to another. In some scenarios, an appropriate personal interaction can include laughing with people and understanding their home situation or their history from their childhoods. Notably, this may vary in different markets, as cultural differences, personality traits (introverts/extroverts) and identity impact how we communicate.
Following are some ideas for managers:
• Look out for those who may feel left out. Give them the opportunity to lead on an engagement and to share their views.
• Look for ways the team can support each individual’s personal and career aspirations, needs, interests and styles.
• Encourage people to offer diverse or dissenting opinions. Ask, What points of view have we not yet considered?
• Be clear that differences are an asset and openly share and leverage them on projects. Be explicit about the importance of understanding and valuing cultural and stylistic differences.
• Be an active ally: Identify and address — with permission — the behaviours that make people feel they are not valued, dismissed, interrupted or overlooked in team settings.
Through our actions, we can shape our environment for ourselves and others by building trust and psychological safety on our teams — making fewer assumptions about people based on what is visible to us, and helping reveal more of what is ‘beneath the waterline.’
Muriam De Angelis is the Diversity, Equity & Inclusion Leader at EY Canada. For the past two decades she has developed and implemented programs and initiatives across EY to promote a culture of inclusion, including awareness building, sponsorship and development, networking, as well as supporting employee resource groups.