How Leaders Can Support the 3 Pillars of Belonging

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By April Townsend
April 25, 2025

Resistance to DEI concepts has recently been felt by many in both public and private sectors. Some groups have responded by reorganizing, disbanding or even terminating staff who have been involved in promoting DEI efforts. While the words diversity, equity and inclusion currently have political implications, in my experience the intent behind those words is simply about creating an organizational culture where all people feel like they belong. The three concepts or pillars that influence whether someone feels a part of the team, or left out, include being respected, feeling connected and being valued.

Belonging as a Basic Need

Belonging is a fundamental human need. It ties back to our ancestors who relied on group living for survival, and a sense of belonging ensured safety and cooperation. We are hardwired with the need to belong and we yearn for a sense of connection to others. Researchers have found that a sense of belonging is a major motivator in our growth. When we feel we are accepted and have a support system, we are more resilient to cope with change or challenges.

On the flip side is “belonging uncertainty,” which is a sense that you’re not quite part of the group. When someone is unsure of their place in the organization or the team, it may show up as being quiet, withdrawn or disengaged. As a leader, when you notice these signs, you may want to explore one-on-one and listen for opportunities to reinforce the value that person brings to the group.

So, what does belonging look like in an organization?

Pillar 1: Being Respected
One of the most important aspects of job satisfaction is feeling respected. Research has found a strong link between feeling respected and higher employee performance and retention. When employees feel respected by their leaders, they are 55 percent more engaged and are 56 percent more likely to stay with their organization. In other words, believing that you are respected at work makes a genuine difference.

As a leader in the public sector, you can set the tone by treating all of your employees and colleagues with respect. It’s useful to remember that while you may all work at the same place, each member on your team is experiencing your workplace differently. Treating people with respect starts by being aware of what you say and the tone you use. It also means valuing the unique backgrounds and experiences that each member of your team brings to the table instead of just tolerating or dismissing them.

Pillar 2: Feeling Connected
How do you create a culture where people feel connected? You begin by encouraging open communication, creating respectful relationships and celebrating individual achievements. Research conducted by the Harvard Business Review found that peers and co-workers are the number one factor in creating a sense of belonging in an organization, followed by managers. It makes sense because these are the people we interact with the most and as a result have the most influence on our sense of belonging. That said, leaders set the tone for creating a supportive work environment that fosters a sense of community which lifts everyone. When employees feel connected to the organization and to their coworkers, they are more likely to support one another and feel valued.

Pillar 3: Being Valued
Recognizing people for their contributions reinforces their value to the team and contributes to a sense of belonging. While team-building events may work for some, there is often more value found in small consistent actions where you check in on how someone is doing, recognize the work they’ve done during a group meeting or explore possible opportunities for supporting their career growth. Being valued occurs when employees feel that their experiences, ideas and efforts are seen as assets to the team and to the organization.

Situational Awareness

Creating a culture of belonging starts by paying attention to what’s happening around you. As a leader, developing your situational awareness can help you notice dynamics that may be negatively impacting members of your team and making them feel that they don’t belong. If you’re not sure where to begin, try taking time during your next meeting to consider the following (recommended by W. Brad Johnson and David G. Smith):

Who appears comfortable and who seems uncomfortable?

When someone tells a joke, who is not laughing or is avoiding making eye contact?

What’s happening in the room? How are colleagues from underrepresented groups reacting? Are they actively engaged or withdrawn?

Are there comments being made that could be considered condescending or inappropriate? If so, who is the target?

Conclusion

Being a leader is more than telling others what to do. It’s about creating an environment at work where people feel respected, connected and valued. When people feel like they belong—when they feel that we’re all in it together—they are likely to be more innovative, more engaged and more committed to the success of the organization. That’s how people and organizations thrive.

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Author: Dr. April Townsend worked in the public sector for over 30 years, holding a variety of executive leadership positions. As a Research Fellow with the Utah Women & Leadership Project, she has published numerous reports and articles focused on leadership, particularly the challenges faced by women leaders. Her email is: [email protected].  Twitter handle: @AprilT2014

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