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I’ve heard the word belonging a lot over the past few years - on careers pages, in job titles, in culture decks - with varying degrees of conviction and belief. Does belonging really matter? I think it does. Because I truly believe that we are at our best when we feel safe to be ourselves. We can’t perform when we’re distracted by leaders who don’t care or colleagues who judge. It’s not rocket science, it’s human nature.
It got me thinking about how we back up the word ‘belonging’ with action (or not, as the case often is) because when we get it right, it’s a huge lever of performance, culture and revenue. I’ve felt it at Unleashed. Joining for a few months, 3-days per week, pregnant, it was new territory for me but on day one it felt very normal. It’s hard to say why, it just was. And I think that’s the challenge with belonging, it’s not a tick-box initiative, it’s how you show up every day and how you make people feel. It’s the things we do, both large and small; the way we respond, communicate, make decisions and collaborate……
Many organisations focus first on diversifying their teams. But if people don’t feel safe, seen, and supported once they’re in the room, the impact falls short. Inclusion (and belonging) must come first. That’s why at Unleashed, we frame it as Inclusion + Diversity, in that order. It’s not just semantics; it’s a foundational belief about how meaningful, lasting change happens when it comes to culture.
Inclusion = Is the act of creating an environment which values, accepts and supports every person.
Equity = Different to Equality. It’s where individuals are treated fairly and given access to resources according to their own needs.
Belonging = This is our emotional response to inclusion - it’s what happens when we feel valued, accepted, and supported.
Diversity = The co-existence of multiple identities within an organisation. Or the result when you get Inclusion right!
You know what happens when diversity is the sole aim? Higher turnover, low engagement, a lack of belonging! Because even with all the good will in the world, if we bring people into an environment that is not accepting, or is exclusive in some way then how can we expect people to feel motivated, productive and effective, how can we expect them to feel they belong?
So we make Inclusion the number one priority, we focus on creating and fostering an environment where everyone can be themselves, feel valued, be supported, heard, seen, and feel that sense of belonging. If we get that right, performance should follow.
There’s been a shift in the landscape of ‘work’. The relationship between what people want and need from their employers has changed and I recently heard Simon Sinek sum it up perfectly (in my opinion) on the Modern Wisdom podcast…
“People used to get their sense of purpose from church…or other extra curricular activities. People socialised with neighbours and work was a place you went to make a living.
As those things fell away…we’re looking for our work to provide our sense of purpose, community, social life. And now we’re also saying that our work should be a place that agrees with my politics. That never used to happen. For better or worse, there’s a tremendous amount of pressure on employers and leaders to be able to offer all of those things. And people are quitting their jobs because they’re not getting those things.”
So, rightly or wrongly, employees now are seeking more from ‘work’ - fulfillment; for work to align to our values, to feel trusted, appreciated and able to show up authentically. And when those are present and real, you feel it. I’ve experienced it myself: I felt safe to pitch slightly wild ideas, to admit when I messed up, to be challenged and still feel respected. I wanted to be in the office and surrounded by colleagues. I spoke positively about work to my friends. It felt right - like I was where I should be. That’s what belonging is to me - and it was a powerful driver of energy, innovation, and loyalty.
When that’s not the case, whilst maybe not immediately, employees at some point, will start to seek it elsewhere. They disengage with their work, leaders and organisation because it doesn’t resonate with them - like wearing an outfit that just doesn’t fit; you can get through the day, but you’re constantly adjusting, uncomfortable, and eventually decide to go home and put on your comfies. Recent studies show up to 54% of employees would take a pay cut for a more inclusive workplace. Many say they’d trade salary for better benefits, flexibility, and meaningful culture.
Belonging isn’t a buzzword; it’s something we all deserve and the foundation of a thriving organisation.
Inclusion a behaviour. It’s something that shows up in how you collaborate, run meetings, give feedback, make decisions, and show up each day. And like any behaviour, it can be nurtured through awareness, intention, and action. It’s not about getting it perfect every time, it’s about starting.
It’s also all of our responsibility. But how do we actually do it?
It all starts with dismantling the systems that get in the way of inclusion. That might sound like a huge task (and in many ways, it is), but there’s a helpful way to break it down; we think about it in three layers - Self, Social, Systems.
Changing systems takes time, intention, and often a whole army of people pulling together. But the first two? Those are within our control, every single day.
Think of it like this:
What can I do? (Self)
How can I show up? (Social)
Belonging starts with you, how you show up, what you notice, and the assumptions you carry.
Authenticity invites authenticity - and over time, those small choices shape a culture where people feel safe, seen, and ready to thrive.
Belonging is built (or broken) in everyday interactions. What you say, how you act, who you include.
If you witness bias or unfairness, name it - gently but firmly. For example: “I think we’re missing Hannah’s perspective on this.” That one moment can shift the dynamic for everyone.
Take time to understand how your team works best. Some thrive early, others later. Some prefer direct feedback, others need time to reflect. When was the last time you talked about what’s working (or not) when it comes to collaboration?
When mistakes happen, your response tells people whether it’s safe to own it - or safer to hide it. Do you create space for your team to ask questions, challenge ideas, and innovate?
Research shows that high psychological safety drives 50% more productivity, 74% less stress, and 29% more life satisfaction.
Often, it’s fear of getting it wrong. Or uncertainty around how to have difficult conversations. Or just a lack of time and focus. But again, inclusion doesn’t require perfection, it requires courage, consistency, and humility.
You don’t have to overhaul everything overnight. Just start. Revisit how you run 1:1s. Get curious about your team. Open up more space to listen. Invest in leadership development.
Belonging isn’t a buzzword; it’s a commitment. One that pays off.
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