Deep Dive into DEIB: Belonging
Next up in my Deep Dive into DEIB series is an exploration of what I believe is the most human element of DEIB: belonging.
Readers of my work and aware of my background know that my doctorate is in social justice and diversity education, and that working for justice is a core value of mine. Organizations wanting to continue to focus on DEIB in our current moment are best positioned if they double-down on their equity work. Diversity and inclusion are outcomes of a more equitable, justice work environment and organization.
Belonging is also an outcome of your equity efforts, however, belonging is also broader than other DEI-related efforts. Belonging is the heartbeat of any thriving workplace. It’s what happens when inclusive leadership, trust-based culture, and intentional organizational design converge to create an environment where people feel accepted, valued, and connected. More than just a feeling, belonging is the lived experience of inclusion. It’s the foundation that enables individuals to bring their full selves to work and contribute meaningfully. And this is an important, cross-cutting goal in our work to support DEIB: “I am a valued member of this organization and I know I belong.”
What Belonging Really Means at Work
Belonging means that people feel safe to be themselves, valued for who they are, and connected to something bigger than just their job title. It’s not about fitting in. It’s about being accepted and celebrated as you are.
As I’ve written before in How You Can Create Psychological Safety to Boost Team Effectiveness, people thrive when they can speak up without fear, show up authentically, and know that their voices matter.
Belonging lives in those micro-moments:
When a leader actively listens to dissent
When a colleague respects a different perspective
When someone’s culture is acknowledged, not just accommodated
Why Belonging Is Good for Business
Belonging isn’t just good for morale. It’s critical for organizational health and performance. According to Deloitte Insights, when employees feel a deep sense of belonging at work, it results in measurable business outcomes: increased job performance, lower turnover risk, and a significant reduction in absenteeism.
The research shows that belonging enhances engagement, fuels well-being, and even drives innovation. When people feel accepted and valued, they’re more likely to take risks, share ideas, and stretch into leadership.
If you’re building a DEIB strategy, don’t treat belonging as an afterthought. It’s the emotional glue that makes equity and inclusion stick, and is the foundation of high-trust, high-performance cultures.
Signs Your Culture Might Be Lacking Belonging
Here are a few red flags I’ve seen in organizations struggling to foster belonging:
People say the “right things” but don’t speak up when it counts
Diversity numbers improve, but turnover among underrepresented groups remains high
Employees code-switch or "armor up" to survive meetingsFeedback doesn’t flow upward
Values are written on the wall—but not felt in the day-to-day
If any of these feel familiar, it’s time to address belonging gaps before they erode trust and performance.
How to Build a Culture of Belonging
Creating belonging is leadership work. It’s not a program, it’s a daily, ongoing, and integrated practice. Here are steps I coach organizations to take:
Start with psychological safety
If people don’t feel safe, they can’t feel like they belong. Build trust by inviting feedback, rewarding vulnerability, and responding—not reacting—to challenge. I explore this in depth in How You Can Create Psychological Safety to Boost Team Effectiveness, where I lay out practical ways to embed safety into team culture.
Design for inclusion
Make sure policies, rituals, and systems welcome people from all backgrounds. That includes everything from inclusive onboarding to flexible holidays to pronoun norms. I touched on this in Diving into DEIB: Examples of Equity, where inclusive design shows up in how we support caregivers, neurodiverse talent, and more.
Celebrate identity
Don’t stop at “accommodate.” Create space to honor and explore differences. Highlight employee stories, cultural milestones, and affinity groups. In Sparking Joy at Work: Creating Connections, I shared how genuine connection—and the space to be seen—deepens both joy and belonging.
Train managers to build inclusive teams
Middle managers are make-or-break for belonging. Equip them with coaching skills, inclusive language, and the ability to recognize bias in team dynamics. In The Benefits of Creating a Coaching Culture at Work, I talk about how a coaching mindset helps managers foster trust, inclusion, and psychological safety.
Embed belonging into your values
Don’t just talk about innovation, excellence, or collaboration. Make belonging a core business value. Then measure it, discuss it, and act on it. This comes back to Creating Trust in the Workplace, where I discuss how trust is the backbone of culture and how values only matter when they’re visible in action.
Belonging in Action: Real Examples
Across industries, companies are finding creative, intentional ways to embed belonging into their cultures. Here are a few publicly shared examples that stand out:
LinkedIn introduced its InDay program—a monthly day where employees focus on themselves, their teams, or their communities. These curated experiences promote purpose, reflection, and connection.
Airbnb incorporated a “Belonging” metric into its performance review process, reinforcing the idea that inclusion isn’t optional, it’s a responsibility shared by every employee.
Microsoft regularly hosts Inclusion Talks, where employees across roles and levels share personal stories to deepen empathy and encourage understanding.
Each of these initiatives illustrates a powerful truth: belonging is built in the small moments where people feel seen, heard, and respected.
Belonging Is a Business Imperative
Belonging isn’t soft. It’s strategic. It’s what happens when you weave trust, inclusion, and purpose into the fabric of your culture.
When people belong, they don’t just stay. They contribute, innovate, and lead. And when they don’t? No amount of perks will make them feel whole.
If you’re thinking about how to build belonging in your team, your department, or your whole organization, let’s talk.
I’d love to hear what’s working for you and where you’re facing resistance.