Rethinking the “Workplace as Family” Narrative

If you've ever joined a team or hired a new employee and heard the workplace described as "family-oriented," you may want to reconsider using that phrase, as it can carry unintended consequences. In his Harvard Business Review article, The Toxic Effects of Branding Your Workplace a “Family”, Joshua Luna explains that while certain aspects of family—such as mutual respect, empathy, and a sense of belonging—can add value, framing a workplace as a family can also create problematic dynamics. He points out that this label can strain relationships with leadership, who, in the "family" context, may be seen as parental figures. This can lead to blind loyalty and, in some cases, exploitation. Additionally, it can leave employees feeling disempowered, as conflicts may feel more personal, and the stakes for speaking up become much higher. While fostering a supportive and inclusive work culture is important, branding it as a “family” can do more harm than good.

It’s understood that when employers use the term “family,” they are often trying to convey that the workplace should feel like a safe and positive environment. However, not everyone’s experience or definition of family aligns with that sentiment. For some, family can also be tied to trauma, making the workplace feel less inviting when framed in those terms. As language continues to evolve and workplaces strive to be more inclusive, here are some alternative ways to foster and describe a healthy work environment without relying on the family framework.

Alternative Ways to Foster a Supportive Workplace

1. "This work environment puts people’s needs first." Emphasizing employees' needs signals that their contributions are valued, regardless of their role or daily tasks. It also acknowledges that while employees may dedicate 40 or more hours per week to their job, they have responsibilities and priorities outside of work. Importantly, this perspective should extend beyond family-related obligations like childcare. People without families also have lives and personal needs that should be respected equally to ensure true equity in the workplace.
2. "We continuously strive to recognize the diverse identities, lived experiences, and ways people show up." A truly inclusive workplace stands by its employees—even when they’re not in the room. Recognizing and respecting employees’ identities builds mutual trust and a sense of belonging. This means taking the time to learn how to correctly pronounce a team member’s name, using their pronouns, and ensuring accessibility isn’t treated as an afterthought or “out of budget.” If these efforts aren’t a priority, it may be time for deeper reflection on how much the organization truly values its team members.
3. "While I may be in this role, I am open to learning and having conversations about how to improve the workplace and create a safer environment." No one appreciates a "know-it-all" leader. While leadership experience is valuable, fostering a culture of openness and collaboration is even more crucial. Letting new team members know their opinions and insights are valued reinforces that workplace relationships should be mutually beneficial, not dictated by rigid top-down structures. Leaders should not feel threatened by their teams; rather, they should welcome feedback as a sign of investment and care from employees who want to see improvements and contribute to a positive workplace.

As efforts to dismantle diversity, equity, and inclusion (D.E.I.) frameworks continue in some spaces, it's important to remember that these principles are not just corporate buzzwords. They serve as foundational elements of a workplace where people feel valued, respected, and motivated to contribute. Creating an environment where employees thrive goes beyond labels—it requires intentionality, meaningful action, and a commitment to continuous growth. By moving beyond the "workplace as family" mindset and adopting more inclusive language and practices, organizations can build cultures that truly support and empower their teams.

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A New Era of People and Culture | BES Client Portal

Author: Avery Jackman (they/them) - Influencer Marketing Specialist & Project Coordinator