BELONGING IN ORGANISATIONS

"Here is my secret; only with the heart can one see rightly. What is essential is invisible to the eye" ~ Antoine de Saint-Exupéry from The Little Prince.

We can remember a moment when we felt we didn't belong. It's not a feeling one can forget. The unique power of belonging and the detrimental effects of not belonging play out every day in our society. Indeed, there is a difference between feeling included and belonging. Inclusion is about the here and now. Belonging is about the past and possible future. And the feeling of belonging continues even when we are not physically together.

I know the speed at which organisations change is overwhelming and challenging for some of us. The only thing we can be certain of today is that change is a sure thing, and our inability to adapt to ever-changing contexts and diverse people will lead to disappointment and perhaps even ruin a career.?

In all my work in diversity and inclusion (D&I), I have found that being included doesn't mean you belong.??Unless people in an organisation genuinely feel they belong, regardless of how diverse they might be, their full potential may never be recognised – no matter how hard an organisation has worked on their D&I strategy, nothing drives the message home more than belonging.

Belonging is a feeling and a far more powerful force than any D&I strategy could ever be. It's a fundamental human need that translates across any language or culture and a feeling every human is wired to strive for.?Pat Wadors , credited with creating the term DIB (Diversity, Inclusion and Belonging), beautifully states:?"D&I may capture your head, but belonging captures your heart."?

I remain curious about how some organisations, communities and families connect with people. How can they provide unreserved approval, instinctively knowing what is happening to people? How do they have a sense that another may be struggling? And know that we are all uncomfortable sharing our natural fears, especially at the risk of feeling judged?

The significance of belonging and inclusion has become increasingly acute as the world deals with massive demographic, cultural, environmental and technological transformation.

There is a need for a new workforce to deal with this constant change.?- and this is a workforce that can understand people wherever they are from and their needs, particularly people in the global context. Never before has the power of belonging and inclusion been so essential for the sustainability of an organisation.?

Indeed, the link between belonging and inclusion and organisational success is recognised. Over the last ten years, "belonging" and "inclusion" have become central to our professional and personal communities.?

Research study

The choice of my me search research subject arose from my experience in the field of diversity and inclusion. It was also driven by my Indian-British-Swiss background. The disharmony between philosophies left me wandering and sad about the principle of belonging, the feeling of safety and care, and the appreciation for the uniqueness of each member of a specific group or place. The literature available on belonging resonated with me.

I have met and worked with drivers and leaders of change. The primary purpose of my research project was to explore, investigate, and understand their experiences of belonging and the impact they have had and continue to have on them.

This research process was incredibly stimulating, as it was my first solo attempt at research after so many years. Indeed, in 1985, my bachelor's thesis asked, "How do minority groups perceive 'other` minority groups in Britain?" I was surprised by how much I learned about being reflective and appreciating how my learning process and looking for truth would impact the study.?

Arising out of this research, I based my interviews around the definition attributed to the?late Carl Rogers, founder of the humanistic psychology movement and father of client-centred therapy. He defines belonging as "An exclusive and individual experience that relates to a longing for connection with others, the requisite for positive regard and the yearning for interpersonal connection."

Throughout the book, you will notice quotes from participants expressing how they felt about belonging and not belonging in their professional lives. These were thoughts and feelings from real people, what they felt about organisational belonging, and what it means not to belong.

Employees seek meaning in their work and an authentic culture where everyone is responsible, accountable and conscientious. They also understand that a "one-size-fits-all" approach will not work; differences must be acknowledged. At the same time, I saw how belonging was everyone's responsibility. It is crucial for psychological safety?[1] .

During my diversity and inclusion (D & I) interventions in many organisations and countries, I found that, regardless of our experience, skin colour, gender or sexual orientation, we all want to belong. This is why organisational belonging transcends diversity and inclusion; it is about everyone.?

However, during my D & I workshops, I also witnessed a need for more understanding and consideration of the importance of belonging in organisations. I undertook a research study in late 2019 and early 2020 to explore and understand how belonging is perceived in organisations and life. The results of this research have been used to underpin and illustrate some of the ideas in this book.??Perhaps the most challenging lesson is that belonging will remain a puzzle until we find it has a personal dwelling place – that we must first belong deeply to ourselves.?

Having worked with and across different contexts for over twenty-five years, I noticed a shift in my work. I focused on giving people the tools to connect with others, build relationships, and look beyond the culture that can sometimes blind us. I wondered whether others were doing the same.?

We live in thought-provoking times, where we must revolutionise and examine how to future-proof our organisations to become levers of change. This book will help you drive real change in your organisation.?

Reference The Power of Belonging: How to Develop Safety, Inclusion, and Belonging for Leaders and Organizations by Sunita Sehmi

??[1]?Psychological safety is showing and employing oneself without fear of negative consequences of self-image, status or career (Kahn 1990, p. 708). It can be defined as a shared belief that the team is safe for interpersonal risk-taking.

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