Standing against the gym wall, eyes remain fixed on the team captains as they select their top picks. Each name called increases the silent prayers from those still standing there, just hoping to be chosen next.
Gym class was an uncomfortable lesson in team exclusion. This childhood experience didn’t always end after a game of dodgeball, but sometimes continued to echo through boardrooms and office spaces.
The feeling of being picked – or not picked – significantly impacts not just an employee’s well-being, but the entire company’s innovation, productivity, and talent retention.
Benefits Of Workplace Belonging
Research published in the Journal of Occupational Health Psychology by Thissen and colleagues (2023) found that workplace belonging is built on three dimensions: interpersonal relationships, acknowledging expertise and appreciation, and the design of the environment.
These dimensions provide leaders with a framework, and Deloitte’s 2020 Human Capital Trends report correlates with the three key elements of workplace belonging: comfort (feeling safe and respected), connection (having meaningful relationships), and contribution (connecting to value and purpose).
The report also found that when organizations get belonging right, they see a 56% increase in job performance, a 50% reduction in turnover risk, and 75% fewer sick days. This shares a clear message that when people genuinely feel they belong, they not only feel better, but also deliver better results.
Combining interpersonal trust with organizational recognition and workspace design creates the psychological safety employees need to be able to tap into their full potential. When employees feel safe and heard, it benefits the entire bottom line.
How Belonging Drives Performance
A concept called “Co-elevation” was started by Keith Ferrazzi, founder of Ferrazzi Greenlight, and is a team commitment to growth where teammates actively elevate each other’s performance. In his research of 3,000 teams, he found that organizations with high-belonging teams experience a 79% increase in candor, 46% increase in collaboration, and 44% increase in accountability.
Despite these benefits, Ferrazzi found that only 15% of teams actually achieve this standard. This gap shows a competitive advantage for leaders who are willing to invest in belonging as a strategic priority.
Belonging Across Industries
Belonging impacts all business sectors, including high-stakes environments where trust is essential. Patty Stoll, Senior Vice President, Space and Defense Services at Aerodyne Industries, provides a compelling perspective from high-stakes environments. “In both military and space industries, trust and relationship building are essential for success, especially in environments where lives and missions are on the line,” she explained to me in an interview.
Stoll continued, “In the military, you know someone always has your back; in business, that same confidence allows people to share ideas openly, take smart risks, and bring their best to the mission.”
When employees feel overlooked, it’s easy for them to transition from actively contributing to merely surviving, much like a dodgeball player who shifts from an offensive strategy to simply avoiding elimination. This shift undermines both individual potential and the organization’s overall success.
Stoll believes, “Success comes from uniting people from diverse backgrounds around one mission. Everyone brings something vital, and when leaders care for their people, they unlock the full potential of the team.”
Implementing Belonging Strategies
The data is clear, but how can you implement it? Start by looking through the lens of Thissen’s three dimensions to make sure your team members are connected, valued, and supported.
The most successful organizations in the future won’t be those with better strategies or more advanced technologies. They will be organizations where no one is left standing against the wall, and everyone is not just picked for the team, but empowered to win the game.