“True belonging never asks to change who we are — it demands that we be who we are.” – Brené Brown
Look. I’m not claiming to be an expert on diversity, equity, and inclusion. But there is one thing I know: when equity-deserving groups feel valued and can contribute their talents, skills, and unique perspectives, our organizations are better. The chances are pretty good that these groups will also benefit.
With diversity, equity and inclusion (DEI) under attack in some organizations and the future of these programs being reimagined, here’s another thing I know: you can’t cancel a culture of belonging.
Why belonging is important
We are all social beings. We crave acceptance, want to be liked and loved, and feel like we belong. Our drive for acceptance comes from an evolutionary need to be part of the tribe because thousands of years ago, being ostracized was a death sentence. Today, when we feel like we don’t belong, we suffer in other ways, and our organizations suffer, too.
It’s critical to point out that belonging doesn’t mean fitting in. True belonging exists when we are valued and cherished for our unique and authentic selves – and when we can show up to work and be accepted for who we are.
The value of belonging
According to research highlighted in Harvard Business Review, companies reap real and measurable benefits when workers feel like they belong:
- A 56% increase in job performance
- A 50% drop in turnover risk
- A 75% reduction in sick days
For a 10,000-person company, this would result in more than $52M annual savings.
The second immeasurable benefit is the value of diverse perspectives. When all ideas are on the table and employees bring various perspectives, ideas, and experiences, organizations are better equipped to navigate uncertainty, unlock innovation, and increase performance.
Here are three areas of focus, along with actionable steps for leaders and communication professionals to build a culture of belonging.
Focus area: build psychological safety
At the heart of belonging is psychological safety—the belief that one can speak up, share ideas, and take risks without fear of embarrassment or punishment. As someone certified in psychological safety by Amy C. Edmondson, the leading expert in the field, I know that fostering a culture of belonging starts with creating an environment where employees feel safe to be themselves.
I’ve written extensively about creating psychological safety and a listening organization, and it is one of my favourite topics to speak about. The key to building psychological safety is to infuse every communication with three things:
- Invite participation and explain why it matters. It’s not enough to just ask people for feedback or welcome questions. That’s not going to work. Including a sentence or two about why hearing different perspectives is important and welcoming diverse thoughts and tough questions sends the message that it is okay to come forward. Instead of this, “Does anyone have any questions? Try this: “Does anyone have a different perspective they’d like to share?” Or this: We need to hear a variety of opinions on this to get it right, so please share your thoughts.”
- Get real with your storytelling and news. Stories that display humility and highlight imperfection and failure are authentic and convey that perfection is not expected. When honesty and vulnerability are highlighted, it makes it easier for others to be themselves.
- Invite and reward diverse voices and perspectives. While it may be tempting to think that success is when everyone thinks the same and agrees with a decision, reality cannot be further from the truth. Groupthink and blind spots have been primarily responsible for some of the most prominent organizational failures, including the Volkswagen emissions scandal and the collapse of the US financial system in 2008.
Focus area: embrace differences
In my consulting days, I worked closely with high-performing organizations. In many, I encountered a culture where the drive for acceptance created a toxic environment. There was a clear gap in understanding the difference between belonging and conforming: it is not about fitting in but being valued and appreciated for who you truly are.
I’ve heard sad stories of people having to code-switch or identity-switch to fit in. This practice of adjusting or suppressing your language, behaviour, or other aspects of your identity has been called a hidden tax. I can’t imagine how exhausting and stressful it is for marginalized employees to have to hide their true selves because of the colour of their skin, their gender identity or sexuality, their age, or their neurodiversity.
Make these three changes to internal communication to embrace differences and build a culture of belonging:
- Define and prioritize it. Establish a common vision for what belonging looks and feels like in organizations. Make it clear what belonging is and what it is not. Remember to differentiate between fitting in and welcoming everyone for who they are.
- Normalize diverse voices and perspectives. You can embrace differences and reduce the need for code-switching by normalizing diverse voices in company storytelling. If employees only see or hear one type of ‘professionalism,’ they will assume they need to match this to be accepted.
- Encourage authentic leadership. When leaders communicate authentically and let their true personalities shine through, it sends a strong message. Coach executives to communicate authentically, fostering genuine connection and a relatable human presence.
Focus area: understand the nuances of culture change
Traditional change frameworks aren’t effective when creating culture-change communications strategies. Trust me – I’ve learned from experience. The first thing to recognize is that culture doesn’t change overnight. Shifting deeply held belief systems that are part of an organization’s DNA is more of an evolution than a transformation.
Consider these three approaches with your culture change communication strategy.
- Think of it as an evolution that takes time. A culture will not and cannot change in six months, so build a realistic timeline. It can take three to five years to shift deeply held beliefs in an organization, and any expectation that it will happen faster is setting everyone up for failure and disappointment.
- Communicate with empathy and understanding. Remember that change is a deeply emotional process, sparking a range of positive and negative emotions. Communication that validates employees’ emotional journeys helps them feel seen and heard. Communication that helps people understand why the change is important and what is expected of them will not be effective without demonstrating that you care and will support them through the change.
- Start from the top. Leaders are culture carriers, and when they model the change, you’ll see faster results. Encourage leaders to take off their mask (or their stiff grey suits if that’s not who they really are) and share their authentic selves, including imperfections and weaknesses.
While DEI strategies may continue to evolve, the fundamental truth remains: When people feel genuinely seen, heard, and valued, they do their best work. Organizations that foster true belonging don’t just thrive—they set the standard for what a healthy, high-performing workplace looks like.
As policies shift and priorities change, don’t lose sight of what really matters. Because no matter what happens, you can’t cancel a culture of belonging.
