How do you create a corporate culture where the right sort of disruptive talent thrives?
This is a question clients often ask us. We are business psychologists who focus on helping organisations align their people strategy with their digital strategy, so it is something we feel very passionate about. Put simply, it comes down to creating a sense of belonging. In this blog we explore why and share four ways you can encourage a greater sense of belonging amongst your people.
Why is building a sense of belonging so important in uncertain times?
‘Belonging’ means acceptance as a member of a group you can identify with. Having a sense of belonging is a fundamental human need, just like the need for food, shelter and security.
Belonging in the workplace is vital as when people feel they belong, they feel valued and recognized. Work becomes more meaningful. But when they don’t feel they belong, they can feel marginalized, excluded and alienated.
This can happen for a group who are different from other employees (e.g., based on gender, ethnicity and sexual orientation). It can also occur when individuals have backgrounds and styles that might be different from those of their co-workers.
The breakdown of our traditional societal structures, the rise of the digital age and growing uncertainty in our environment are undermining people’s sense of belonging and causing additional stress, identity crises and even mental illness for employees.
What does a corporate culture fit for the digital age look and feel like?
In his best-selling book ‘Good to Great’, Jim Collins identified a “cult-like culture” as a vital key to success based on research into what distinguishes the world’s greatest organizations. Although some cringe at the very thought of a “cult-like culture”, it builds a strong sense of connection, meaning and purpose, just like a sports team, mass participation event (e.g., a marathon) or community association. It helps inspire and align effort around a shared purpose and provides the ‘glue’ that binds people together in hard work to achieve their mission.
So, what are some of the ways organizations can encourage a greater sense of belonging among their people?
Organizations can connect people to a meaningful purpose
Companies with a clear purpose will find it much easier to recruit and retain people who are wanting to make a difference by contributing to that vision. The purpose should describe the company’s reason for being, the value the business will deliver to customers and how it will conduct itself. A purpose is not a financial or numerical goal, it is a combination of the company’s vision, mission, and values. To align employees with the purpose, it is crucial to have a good onboarding process and well-trained, highly engaged managers who can help new hires and other people understand and connect with the purpose.
Organizations can hire and develop leaders who are people energizers
Great leaders know how to identify and unlock the natural energy and strengths of their people. They encourage employees to discover and optimize their strengths by doing more of the work they love to do. Leaders who view themselves are workplace energizers don’t expect employees to be well-rounded. Rather, they challenge them to excel in areas of strength and encourage people to call on co-workers for help in areas where they are weaker, giving rise to a strong sense of belonging and a strong ‘one team’ mindset among all employees.
Organizations can encourage people to interact and have fun
Organizations that build strong cultures create opportunities for people to interact socially to get to know one another better. These companies ensure dedicated spaces at work for informal meet-ups, gatherings, relaxation activities and other social activity.
For example, some of the tech/online organizations we work with organize Scandi-style breakfast meetings for staff every week or month. They also have chill-out zones for employees to meet up and engage in fun recreational activities. These opportunities for informal and regular interactions build trust and cohesion and help people find co-workers who can give them friendship, emotional and practical support.
Organizations can allow people to be their best selves
Diversity is not just about ensuring people from different backgrounds, orientations and cultures feel welcome and included by their co-workers and the company. It also involves actively encouraging a diverse range of perspectives, beliefs and ideas to be leveraged to solve business problems and capitalize on future opportunities. When people feel they truly belong and are not judged or treated differently based on factors unrelated to job performance, they feel they can be themselves at work and will be motivated to give their very best.
Creating a corporate culture where the right sort of disruptive talent thrives can build greatness in uncertain times. Tech Talent Solutions’ essential and ultimate talent plans are one way organizations can draw on our expertize. You’re always welcome to contact us for an informal chat too.
About the Author
James Brook
Founder and MD | Leadership Consultant | Organizational Psychologist
James is a leadership consultant, organizational psychologist and executive coach. He has over 25 years’ experience working with leaders, teams and organizations globally to optimize their performance, talent and future success. He specializes in positive leadership, thriving workplaces, collaboration and influencing, organizational change and transformation, accelerating innovation and coaching executives and leaders in innovative sectors including Tech, Digital, E-commerce and Life Sciences.
Before setting up Plexus Leadership, James held leadership roles in HR and Talent Management in the UK and abroad with companies such as NatWest, Yahoo! and Novo Nordisk Pharmaceuticals. After this, he founded and led several talent and leadership consulting and assessment businesses, including Strengthscope®, an online strengths assessment and development business serving a wide range of UK and global clients. James grew this venture into a global market leader before selling the business in 2018.
James has supported, advised and coached leaders and teams globally across diverse industries and geographies. Clients he has worked with include Allen & Overy, Commvault, Equinor, Facebook, GSK, Hilton, John Lewis, Novartis Pharmaceuticals, NHS, Oracle, Sainsbury’s, Swiss Re, Tesco, Takeda Pharmaceuticals, WSP and Yahoo!.
James has a Master’s in Organizational Psychology, an MBA, an Advanced Diploma in Executive Coaching and a Harvard Business qualification in Sustainable Business Strategy. He is a member of the Institute of Directors, the Association of Business Psychologists and a Fellow of the Chartered Institute of Personnel and Development (FCIPD). He is currently undertaking a PhD in Organizational Psychology examining the start-up experiences of Tech and Digital entrepreneurs.
James is a regular contributor and speaker on leadership, coaching, innovative talent management and the future of work. His most recent book, Optimize Your Strengths, explores how leaders can create thriving workplaces by inspiring and supporting people to optimize their potential and teamwork to deliver breakthrough results.