He ran. For himself. For his trainers. For his team. For his country. For his world. That’s a lot of stacked belonging to tap into. And a lot of performance. Same goes for every person you hire.
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When we define belonging this way, we get a frame for living out a new belief where our belonging is also in our power to create. So, that even in the stress during the formation of belonging, we actually can get stronger.
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We should look for ways to contort the technology towards being human as opposed to dehumanizing us toward the technology.
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In the magic quadrant of belonging, your brain and heart get to keep its top-of-mind focus of choice. Like your company shared purpose! The other three quadrants make it impossible to maintain that focus.
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When your people belong, their efforts pertaining to DEI play a natural part in deepening the company tribe. They'll unite and fight for each other's diverse uniqueness because the ways your people belong are clear in their invitation and boundary. Psychological safety can't provide that. You can't just play it safe.
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Wouldn’t it be great to get the job, or promotion, instead of being told later by your company, “If I’d known you were so good at this, I’d have given you the role?” If you’d accepted the compliment and their appreciation and focus landed on you? If you’d offered up something you are really good at, they knew you were the one for the job.
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That risky thing you've gotta figure out, it gets done because you feel, own, and care for someone. Not because you're safe. The line when safe enough to innovate gets closer the more you belong.
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No matter how hard we work and practice to perform, to get shit done, our life outside of work also happens. We can work our whole life and never live, never belong. Or, we can belong and work, and live our whole life.
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It's about the heart, and belonging, by living in the company core values, and believing together in shared purpose. It begins with the Us Story. Here, filtering by how one sounds and looks, seems kind of dumb.
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This keeps the "You" in your vision and to know when to scrap a mission, and create another. That, "there's no better" place in your visionary world, where you're with whom you love and belong, and doing what you love!
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Joon Chang’s words contain a marvelously insightful paradigm for belonging at work. And to get it, and shift ourselves into belonging there, we just have to change one word.
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It’s like taking a lead fall. That’s how hard it is for most business people to change their command-and-control business model to a belonging culture. If I let go of the command and control hold, I will die. I mean, it’s working, so if it ain’t broke don’t fix it. But at what cost, what height and quality not achieved?
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You don’t want to lose your highest performing and most critical people, but you will, when they stop belonging. And if you’re adding more money to keep them, chances are, they've already left. It's just that their butts haven't followed their hearts, yet.
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Do Gratitude. You get higher oxytocin, they get higher oxytocin = results in more belonging.
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When you're around people where the WHOLE YOU belongs and really matters, you know. When we’re where we belong it’s about us. We belong, or we leave.
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Employees are your company, and, when treated like company, they sing about what a wonderful place was prepared for them.
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We all want to belong with the people in our company, believe in the company’s purpose. To live from our values and strengths, and really join in our stories. To have the autonomy and ownership of our own practices, as we work to grow personally and help our company grow. Remote or otherwise, CEOs- just make it so your people can get a yes to these six affirmations, and watch your company change the world.
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