The Modern Leadership Issue - 32

BELONGING
Building a Culture of
by Victoria Rodgers
There has been an influx of surveys conducted to explore this
notion of " a sense of belonging " that employees experience
within their organizations and, importantly, what contributes
to the feeling and desire to remain with their employers. The
2022 Workplace Belonging Survey conducted by Ipsos uncovered
the following:
Two in three say a sense of belonging at work means " having their
perspectives and/or contributions valued by their colleagues and
superiors " (64%) and " working in an environment where they feel
accepted " (64%).
The largest disparity between what workers think belonging means and what they
currently feel at work is " being treated fairly and respectfully at work " (17
percentage point difference), followed by " having their perspective and/or
contributions valued by their colleagues and superiors " and " feeling connected with
others at work " (15 percentage point difference for both).
By prioritizing well-being and accessibility, leaders can create an environment where
everyone feels included and supported. This can reduce employee burnout, increase
engagement and productivity, and, most importantly, foster a sense of belonging.
Although a subjective experience, belonging depends on individual experiences and
perceptions. Leaders directly impact an employee's day-to-day work experience,
including their ability to thrive in the role. Studies show that people often quit their jobs
due to their manager1
; therefore, this article includes leadership practices and focuses
on the leader's role in integrating wellness and DE&I within the flow of work. Across
these practices, you will notice two recurring themes: listening to employees and
recognizing employees.
1 Frontline Leader Project, DDI, 2019; State of the American Manager, Gallup, 2018
Honoring the diversity
of your team
We are all extraordinarily unique individuals with lived
experiences, beliefs, values, and social identities that frame how
we are motivated, think, feel, and act. Lived experiences are just
as valuable as advanced education, years of experience, and
credentials. What can be learned from employees beyond their
skills and years of experience that can challenge thinking?
* Consider utilizing assessments-such as CliftonStrengths,
DiSC, Personality Styles at Work, or Hermann Brain
Dominance-to allow individuals to learn about themselves
and others through a common language and understanding
of individual differences. Use this information to deliberately
assign tasks and responsibilities that play to strengths to
create a more balanced and effective team.
* Offer reverse mentoring to pair younger professionals with
senior executives so they can share knowledge and skills
related to social media, technology, and other emerging
perspectives. Younger professionals can feel heard and
valued while bridging the generational gap to promote
understanding, respect, and trust across age groups.
With guidance, this approach can challenge senior
executives' thinking.
* For the next job posting or team assignment, challenge
the " years of experience " requirement by considering what
exposure and lived experiences may be relevant.

https://www.gallup.com/workplace/232955/no-employee-benefit-no-one-talking.aspx https://www.prnewswire.com/news-releases/new-ddi-research-57-percent-of-employees-quit-because-of-their-boss-300971506.html https://sso.shrm.org/IDBUS/SHRM/PORTAL-EE/JOSSO/SSO/REDIR?josso_cmd=login&josso_partnerapp_id=portal-sp

The Modern Leadership Issue

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