Editorial
I’ve seen companies hire Chief Diversity Officers (CDOs) with high hopes and mixed results. Some organizations have made real progress toward more inclusive work environments, yet many others have seen their diversity efforts stall. In fact, the word diversity itself has become increasingly politicized.
Perhaps what the business world really needs is the Chief Belonging Officer?
Don’t misunderstand me. I believe wholeheartedly that diversity-led culture change will lead to workplaces filled with more efficient, creative and collaborative teams. Recent studies prove this, showing that a diverse workforce improves productivity, innovation, employee engagement and decision-making. Greater diversity in the workplace also corresponds to better profitability, revenue, employee retention and brand perception. All these outcomes are exactly what business leaders want — yet most have still stalled on authentic culture change.
So, let’s look at culture transformation from a slightly different angle. When DEI efforts are working effectively, the end result is belonging. People who work in inclusive workplaces report greater feelings of belonging and well-being, engagement and job satisfaction. When companies promote belonging, everyone has a role to play in the organization’s success. Belonging is also something that everyone can get behind, cutting across recent political and cultural divides.
The Widespread Need for Belonging
As leaders, we need to create environments where people feel comfortable bringing their whole selves into the workplace. When people are able to express their authentic selves, everyone benefits. Each individual can then add value to the organization based on their experiences, their knowledge base and their unique perspective. Every leader’s goal should be a work culture where employees feel appreciated and know that their contributions matter, or in other words, a place where they belong.
However, many people don’t feel comfortable expressing their ideas or making suggestions, especially if they belong to an underrepresented group. It’s particularly challenging to feel as if you belong when there aren’t any people who share your identity in executive leadership roles. That mistrust can intensify if diverse professionals don’t see a viable career path, or watch as Black, Latine and Asian professionals are routinely passed over for promotions.
In fact, feelings of belonging at work are far from common. The American Immigration Council and Over Zero’s recent “Belonging Barometer," found that “64 percent of Americans reported non-belonging in the workplace.” The report further suggests that belonging and diversity are interdependent — both outcomes improve if they are pursued together.
Related Article: Beyond Diversity: Is It Time for the Chief Relational Officer?
Building Trust Through Relationships
To overcome societal barriers and individual mistrust, organizational leaders should strive to create psychological safety within the workplace. On a daily basis, team leaders can model authenticity, using their own identity as a touchstone when appropriate. For example, meetings can become opportunities to encourage all members to collaborate respectfully and contribute to the team’s success. As a microcosm of how companies should build psychological safe spaces, each person is then expected to contribute ideas, ask for the resources they need to succeed and speak up when they face challenges.
Effective managers must also invest time and energy in building trusted relationships with their team members. Strong personal connections are vital for high-functioning teams and effective, sustainable organizations. Following through on obligations and maintaining high standards are tangible demonstrations of a leader’s dependability and trustworthiness. But leaders also have to listen to their employees and communicate effectively.
Mentorship is another way to foster a sense of inclusion and belonging. For individuals from underrepresented groups, this is particularly important, especially if a person is the “only” or one of just a few individuals from a demographic group. By investing time and energy in the career path of an emerging leader, leaders signal that their mentees are a vital part of the organization. And when companies create mentorship programs, they show that the workplace culture prioritizes employee engagement and belonging.
Related Article: Belonging Is Essential to the Future of Work
Belonging and the Bottom Line
While feelings of belonging contribute to individual well-being, companies clearly benefit. In a highly competitive global marketplace, organizations that focus on the employee experience have an advantage when it comes to recruiting and retention. Inclusive workplaces that prioritize communication and collaboration ensure that hybrid teams work seamlessly to find innovative solutions to pressing challenges.
Organizations are also seeing a generational wave of younger workers who want more than a paycheck from their job. They prioritize personal well-being and are willing to walk away from an employer who doesn’t value diversity, equity, inclusion and belonging. As consumers, they have already demonstrated that they will shun products and services if the brand doesn’t align with their values.
However, an internal focus isn’t enough to weave belonging throughout a company culture, just as naming a CDO hasn’t been enough — on its own — to authentically create diversity-led change. True belonging encompasses more than hiring a diverse workforce and making them happy. It’s also creating a welcoming environment for all types of customers. The most successful companies understand that linking belonging with customer service gives them a competitive edge.
Related Article: The Future of Work Is an Opportunity to Do Better With DEI
A CBO in Action
In April, Walmart hired Denise Malloy as its first Chief Belonging Officer, an evolution of the chief diversity officer position. Since then, the retailer has added products for people with disabilities and partnered with its employees with disabilities to design inclusive shopping experiences. A pilot program testing sensory-friendly shopping hours last fall proved so popular with customers and staff that it was adopted throughout the company in early November.
“I look forward to the future ways we can continue to bring inclusive solutions to life so our associates, customers, and communities we serve feel and know that they belong,” Malloy wrote in an article describing the new initiatives.
It’s noteworthy that the retailer’s inclusive vision of belonging isn’t confined to its employees — leading as well to innovative products and services that will help it gain market share and customer loyalty. Organizations can create thriving businesses, loyal customer relationships, and sustainable market success when belonging and well-being are centered in every initiative.
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While Chief Belonging Officers may not yet be a commonplace title in today’s corporate landscape, it is evident that this role could serve as a linchpin for organizations striving to genuinely embody the values articulated in their mission statements and DEI pledges. Leadership must change with the times — and the time is now ripe for the emergence of the CBO.
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