Joanna Swash Group CEO of Moneypenny. Moneypenny handles outsourced phone calls, live chat and digital comms.
As businesses and as leaders, we have been tested in recent years. There have been pandemic-induced changes in working practices, a whole shake-up in work-life balance and a power shift that puts people front and center. All positive stuff in my book. Why?
Because I have been beating the same drum for years that people are any organization’s biggest and best asset. That they should be a fundamental priority in your strategy. And not because it’s all nice and fluffy, but because it is a better way to do business. Plain and simple.
Enter, belonging, one of the top human capital issues businesses face today. But what exactly is it? To understand it and foster it, we first need to define it. At my company, it is about making our people feel seen, heard and accepted for who they are. Not just for who they are when they step through the office doors, but for who they are outside of the office too. For who they are. Full stop.
Belonging will be defined differently from organization to organization; however, it will always contain the building blocks of recognition and reward, connection and expression and support.
We’ve all been there. The last pick on the playing field as teams are being chosen. It’s not about the popularity contest, necessarily, it’s about feeling respected for what you can do. Being valued and appreciated for what you can bring to the team. And really, your business is just one massive team.
And this massive team can thrive if there is a culture of belonging. If everyone appreciates what each person can bring to the table. If there is an authenticity to relationships. And if there is an appreciation for the unique differences between people and how that can make your organization better.
Encourage diversity of thought.
Being open to the new and different perspectives that each individual can offer is essential. Now, this only works if there is a common purpose and a framework within which you operate. Everyone will have an opinion about how to approach, manage and fulfill an action. This is what you want. This innovation can keep you moving forward.
As leaders, we do not have all the answers. This approach recognizes that and will only work if we recognize that.
A workplace where people feel safe in sharing their authentic opinions indicates that said workplace sees and respects them for who they are. And this feeling leads to a sense of belonging. As leaders, we need to be the cheerleaders for our people, advocating their ideas and celebrating them.
Makes perfect sense in theory, but how can we foster a sense of belonging in real terms?
Create a safe working environment.
Yes, one that adheres to health and safety standards, but equally important is a psychologically safe working environment, where individuals are respected for who they are and what they can bring to the table. Encourage everyone to have a voice. Some will naturally have a louder voice than others, so it is your job as a leader to ensure that everyone is heard and supported.
Communicate and build long-lasting relationships.
Do not leave it until the annual review to check in with people. Take the time to get to know your people. Build it into your schedule, however hectic it is. And ask for feedback. What do you think we should be doing to help you?
Think about it. Personally, you and I will probably be at our most comfortable when we are with our friends. They care about you as a person—not your job title. Same applies here.
Support employee-led initiatives.
This takes my previous point from a different perspective. This tip is about building long-lasting relationships between colleagues. Any such initiative will foster greater connection to the organization but also support people in finding other like-minded people within it. These initiatives could cover anything from well-being to the environment.
Celebrate.
Celebrate the individuals who work for you and their achievements. Be proud of your people. And when your people feel aligned, they will be proud of the business. Be proud of the culture that you are nurturing.
Nurture a culture of belonging.
Since Maslow defined his hierarchy in 1943, belonging has been identified as a basic human need. It plays an elemental role in people’s lives, and so it should in business. As with so many essential structural components, it is founded in your organization’s culture.
Therefore, at the heart of a thriving culture of belonging lies the aptitude and attitude of the leaders. They need to be able to appreciate the differences in people for their value and they need to have a genuine drive and tools to support others to become the best that they can be.
In doing so, they celebrate individuality. Then, in harnessing the power of the individual, they create a collective, a team, of beautifully proficient diverse thinkers. That’s the magic that makes it happen. A grounded sense of belonging and purpose.
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