Engagement Is Not Enough: The 5 Belonging Metrics That Predict Performance

Workforce Alchemy

In this episode of The Mason Duchatschek Show, we sit down with Andrea D. Carter, a globally respected organizational scientist and workplace belonging expert whose work sits at the intersection of neuroscience, human behavior, and business performance.  Andrea is the Founder and CEO of Belonging First, an evidence-based methodology and consultancy that helps leaders measure and design workplaces where people feel seen, safe, and able to contribute their best. If you are a CEO, executive, or business owner trying to scale performance without burning out your people, this conversation reframes belonging as what it really is: performance infrastructure.  What you will learn  Why “belonging” is not a warm and fuzzy HR concept, and why CFOs should care  The 5 measurable indicators of belonging: comfort, connection, contribution, psychological safety, and well-being  How fractured belonging quietly destroys speed, quality, and innovation  The difference between engagement vs belonging, and why engagement alone can be misleading  What Andrea calls “The Great Detachment”, when people stay but emotionally check out  The simplest place to start if you want better culture without overwhelm: comfort through clarity and predictability  If you lead people, manage teams, or own a business, this episode will help you build a culture that performs under volatility, not just when things are easy.  If this episode helps you, hit Like, Subscribe, and share it with a leader who wants performance without burnout.  Watch more episodes in the podcast playlist: https://www.youtube.com/playlist?list=PLaGSQcRH4ChwjjPLD9FN6r2IvuBp5PPbg  Visit the channel: https://www.youtube.com/@workforcealchemy  Connect with Andrea D. Carter  Belonging Breakdown (quick assessment): https://belongingfirst.com/belonging-breakdown  LinkedIn: Search “Andrea D. Carter” Substack: https://andreadcarter.substack.com  (Andrea D Carter)  Sponsored by Workforce Alchemy  Workforce Alchemy helps leaders improve hiring, engagement, and retention while uncovering people-related profit leaks hidden in everyday operations.  Connect With Workforce Alchemy Website: https://workforcealchemy.com/  📘 Facebook: https://www.facebook.com/ReverseRiskConsulting  📸 Instagram: https://www.instagram.com/workforcealchemy/  🐦 X / Twitter: https://x.com/WorkAlchemist  🎥 Rumble: https://rumble.com/user/WorkforceAlchemy  📼 Dailymotion: https://www.dailymotion.com/WorkforceAlchemy  📺 YouTube: https://www.youtube.com/@WorkforceAlchemist  #Leadership #BusinessLeadership #CEO #CompanyCulture #WorkplaceCulture #PsychologicalSafety #EmployeeEngagement #Retention #HRStrategy #HighPerformanceTeams

Transcript

00:00Welcome to the Mason Dukacek Show.

00:08This episode is brought to you by Workforce Alchemy,

00:11helping leaders improve hiring, engagement, and retention

00:14while uncovering people-related profit leaks

00:17hidden in everyday operations.

00:20Today's guest is Andrea Carter,

00:22a globally respected organizational scientist

00:25and workplace belonging expert

00:27whose work sits at the intersection of neuroscience,

00:31human behavior, and business performance.

00:34She is the founder and CEO of Belonging First,

00:38a groundbreaking evidence-based methodology

00:41and consultancy that helps executive leaders

00:44and organizations measure and design workplaces

00:48where people feel seen, safe,

00:51and able to contribute their best.

00:53Because when belonging thrives, performance follows.

00:57She's an adjunct professor

00:59in industrial and organizational psychology,

01:02a member of the Forbes Business Council,

01:05and a TEDx and keynote speaker

01:07who bridges rigorous research

01:10with real-world leadership practice.

01:13Super excited to have you on today.

01:14Thanks so much for joining the show.

01:16Thank you, Mason.

01:17I'm super excited to be here with you.

01:18I love your podcast,

01:19so it's a delight to be here and be an actual guest.

01:23Well, we're going to have some fun today

01:25and hopefully share some ideas

01:27that are impactful and influential

01:30to people who are listening and watching.

01:33So I'm going to hit you with an easy one

01:34right out of the gates.

01:36How do you define belonging

01:38in the context of organizational performance

01:40and why should every CEO even care about it?

01:44Well, let me frame this from a conversation

01:47that I had with a CFO only 18 months ago

01:51that completely changed how I talk about this work.

01:54And I was presenting belonging data, okay?

01:57And it was the executive team

01:59of a mid-sized manufacturing company,

02:02about 3,000 employees.

02:04And, you know, we just completed

02:05their belonging assessment.

02:07I was walking them through the five indicators

02:09of belonging, which are comfort, connection,

02:13contribution, psychological safety, and well-being.

02:15I'll get into that in a minute.

02:17And I could see that, you know,

02:19the CEO and the CHRO are nodding

02:21and they're taking notes

02:23and they're right in there.

02:24But the CFO is leaning back

02:27and he's got his arms crossed.

02:28And he finally said,

02:29you know, Andrea, this sounds very nice.

02:32So politely, Andrea, this sounds very nice.

02:34But like, how does this even connect

02:36to whether, you know,

02:38we hit our production targets?

02:41And I said, well, let me show you something.

02:43And I pulled up the data we'd been tracking.

02:45And we weren't only just tracking

02:48belonging indicators, okay?

02:50We actually track a number of specific elements

02:53that all mediate how performance works

02:57in the organization.

02:59And so this specific organization

03:01had two manufacturing plants.

03:03And in that organization,

03:05essentially those plants,

03:07they had similar sizes.

03:10You know, I think one was about 100 people

03:13more than the other one,

03:14but that's not really significant

03:15in a company of 3,000.

03:18They had similar product lines.

03:20They had similar equipment.

03:22So plant A had strong belonging scores

03:25across all five indicators.

03:27Plant B had fractured belonging.

03:30Low comfort, transactional or low connection,

03:34invisible contribution,

03:37low to no psychological safety.

03:39And well-being showed really

03:41that there was disability numbers

03:45that were on the rise from burnout.

03:48So what it looked like in business terms

03:51was really that plant A

03:54had higher on-time delivery rates.

03:58They caught quality issues, for example, earlier,

04:02specifically because people felt safe

04:04flagging those problems.

04:06When equipment went down,

04:08cross-functional teams

04:10were actually collaborating

04:11to solve it faster, right?

04:13Because they had trust.

04:14They had clear communication patterns.

04:17And their turnover was 12%

04:19compared to plant B's 28%.

04:22So when we asked employees

04:25a really great question

04:26after the survey came out,

04:28we asked them, you know,

04:30would you go above and beyond

04:32during a crunch?

04:34And 82% of them said yes

04:37and without hesitation.

04:39Plant B, they hit their numbers,

04:41but they weren't always consistent.

04:43They were doing what I call

04:44more of an extraction performance,

04:47which is not a sustainable performance.

04:49And what that means is,

04:50you know, managers are really pushing harder

04:52to get people to compensate

04:54for the chaos that they're in.

04:55And let's face it,

04:57the world is in a lot of chaos right now.

04:58So we have a lot of managers doing this.

05:00But people were showing up

05:02and executing tasks,

05:04but they weren't actually thinking critically.

05:06And what was happening was that

05:08if they maybe saw a problem on the line,

05:10they didn't say anything

05:11because speaking up felt risky.

05:14They'd watch others do it in the past.

05:16And what was happening was that

05:17maybe somebody was criticized for doing it.

05:20Maybe somebody was laughed at.

05:22Maybe they were penalized in hours

05:24or afterwards they were somehow left out of,

05:26you know, meetings or conversations

05:28that were important to them.

05:30So really what we then ended up seeing

05:32was that there was this equipment downtime

05:34that always lasted longer than plant A.

05:39And it was because their people

05:41weren't collaborating.

05:42They were protecting their territory

05:44rather than rallying together, right?

05:48And so when they were asked

05:50to go that extra mile,

05:52guess how many said they would?

05:54Of which one?

05:55Of plant B.

05:56Of plant B.

05:57That's the engaged one?

05:58You got me?

05:58That's the disengaged one.

06:00The disengagement probably,

06:01honestly, it wouldn't surprise me

06:02if none of them.

06:04Well, 34%,

06:05but that's a huge gap.

06:06Practically none of them.

06:11You still have people that were,

06:14you know, showing up.

06:15But here's the thing.

06:16Here's the thing.

06:17The CFO looked at me

06:18and what he said to me,

06:19and this is what changed everything for me.

06:21He said, okay,

06:22so belonging is actually about

06:24whether my infrastructure then

06:26can actually handle volatility.

06:28And that was exactly the moment that I went,

06:32okay, belonging is infrastructure

06:34and it allows you to move through volatility

06:38and friction without breaking,

06:41slowing, or losing innovation.

06:43And this is what the neuroscience shows us, okay?

06:46So here's the thing.

06:47When belonging infrastructure is absent,

06:51people's brains have to default

06:53to threat responses.

06:55So their nervous system

06:56is always scanning for danger.

06:58Am I safe here?

06:59Can I trust these people?

07:01Does my work matter?

07:02Do I matter?

07:02Will I be punished if I speak up, right?

07:05Am I going to burn out?

07:06And all of that,

07:08it burns energy in the brain.

07:09So that's the energy

07:11that we actually need

07:12to innovate,

07:13to problem solve,

07:14and to actually perform.

07:15And when comfort,

07:17the first indicator,

07:18isn't present

07:18and you get comfort

07:20not from like being nice,

07:22comfort is about

07:23clarity and predictability.

07:26And so when you have that,

07:29cortisol levels drop

07:30and people stop spending

07:32cognitive resources

07:33on figuring out

07:34like what's happening?

07:36What do people expect of me?

07:37Do I know how I can actually show up?

07:39Am I going to be in trouble for this?

07:41And when that happens,

07:42the brain,

07:44when it has comfort,

07:46it actually innovates,

07:48it problem solves,

07:49it shows up more.

07:50So that team A

07:52or plant A,

07:53they were in that state.

07:55They could work together

07:56without hesitation.

07:57And so that was just

07:58one of those indicators.

08:02You know,

08:02when we look at the other five

08:03or so the other four,

08:06you know,

08:06connection,

08:07just as a brief overview,

08:09that one exists

08:10through trust

08:11instead of transaction.

08:13And what that means

08:13is that you're building relationships

08:15built on trust,

08:15not transaction.

08:17That actually makes your

08:18oxytocin in your brain.

08:20It makes people connect

08:22and it makes people bond.

08:24And so that connection

08:25creates bond,

08:26which allows people

08:27to extend themselves

08:28for each other.

08:30I have an immediate example

08:33that's jumping out at me.

08:34Totally.

08:34So I have,

08:35I have never done this before,

08:37but this winter

08:38I decided

08:39I'm going to try

08:40this snowbird thing.

08:41So I

08:41had a pod packed up,

08:44those pods

08:45where you pack everything up.

08:46Yeah.

08:46So I'm in Florida right now

08:49and it's beautiful out.

08:51It's like 20 degrees

08:52or it's in the teens at home

08:54and I'm going to go run

08:56and hang out at the pool

08:57this afternoon.

08:57It's in the seventies here.

08:58So I'm not complaining.

09:00But anyway,

09:00my point is,

09:01is the pods people,

09:03you may have a,

09:04you have a person that comes

09:06and they deliver this thing

09:08for this big box

09:09and then someone else

09:10comes the next day

09:11and picks it up.

09:12And then you go

09:13to your destination,

09:14you show up

09:14and someone drops the pod off.

09:16You empty it

09:17and then someone else

09:17comes the next day

09:18and picks it up.

09:19What I was so impressed by

09:21when I got to Florida

09:22was the person

09:25who dropped the pod off

09:27with all the stuff in it

09:29was incredibly thoughtful

09:32to make sure they put it

09:34in the best place.

09:35They look for trees

09:36and angles to say,

09:38how can I best serve

09:39the person that I don't know

09:41who's going to come after me?

09:43Like they,

09:43they belonged.

09:44It was not like,

09:45this is my job.

09:46I just got to dump here.

09:46It's going to be someone else's

09:47problem down the road.

09:48I'm gone.

09:49That wasn't the mentality.

09:50The mentality was,

09:52I want to take great care

09:54of your stuff

09:55and get it in a position

09:56that's easy for you

09:57to have it unloaded.

09:59And two,

09:59I want to really make it

10:00really easy for this teammate

10:02who I don't even know

10:02who they are,

10:03but it is my company.

10:05I want to make it easy

10:06for them to do this well.

10:07And the respect

10:09and teamwork vibe

10:12that I got from them

10:13was exactly

10:15what you're talking about.

10:16This person,

10:17it wasn't my job

10:18is to go dump this thing off

10:19and get out of there

10:20as fast as I can.

10:21It was,

10:21I'm part of a team.

10:23We work together

10:24and the work I do

10:25leaves an impression

10:26on the client.

10:27The work that people after me

10:29leaves an impression

10:29on the client

10:30and that impression

10:31on the client,

10:31what they say,

10:32whether it be good or bad

10:33is a reflection

10:34on the company

10:34that I represent.

10:36And that they,

10:37it was amazing.

10:38And I,

10:38I took the time

10:40to give you a great review

10:41because of it.

10:41Yeah.

10:42And I have seen

10:43the other ones

10:44where it's like

10:44dump it off

10:45and get out of here.

10:45Not,

10:46not with this particular company.

10:47Dump it off,

10:47get out of here.

10:48Not my problem.

10:48See you later.

10:49Yeah.

10:50That exists.

10:51Absolutely.

10:52It does.

10:52And so what,

10:53and actually what you've just talked about

10:54is actually the indicator

10:56of contribution.

10:58And when contribution

10:59is visible,

11:01there is meaningful impact.

11:02So what you just described

11:03was meaningful impact.

11:05And what that says

11:07is that from the neuroscience

11:08perspective,

11:09dopamine is firing,

11:10people are motivated.

11:11When people don't matter

11:13and when you haven't done

11:15the work

11:15to actually create

11:16a belonging infrastructure,

11:20and what happens

11:21really quickly

11:22is that they don't,

11:23they don't care

11:24and they don't care

11:25because they are non-important.

11:27And so when we look

11:28at these elements

11:29and when we look

11:30at these indicators,

11:30they all lend

11:32to each other.

11:33You can't actually

11:34create belonging

11:35without having all five.

11:38And that's the thing.

11:38So let's talk about those five.

11:39Yeah, yeah, yeah.

11:40You had five,

11:41you have,

11:41basically you hit me

11:41with like five measurable

11:42indicators of belonging

11:43that you use

11:44to assess a culture.

11:45Yeah.

11:45And my question would be

11:46how can leaders

11:47begin tracking them

11:48and utilizing that data?

11:50Yeah, so let's,

11:51let's talk about

11:52the measuring of belonging.

11:54The first thing

11:55that I will say

11:56is that

11:57I'm going to back up.

12:01So I'm going to tell you

12:02about the moment

12:03that belonging

12:04really became

12:05crystal clear for me.

12:06So I was working

12:07as an organizational scientist

12:08and culture strategy executive

12:10for a global beverage

12:12and spirits company.

12:13I had just completely redesigned

12:15their entire employee

12:16listing system

12:17and we weren't

12:18just measuring engagement

12:19anymore

12:20and remind me

12:21to come back

12:21to the difference

12:22between engagement

12:23and belonging

12:23because that's also

12:24really, really important.

12:27And so what we were doing

12:28is we were measuring

12:28all five belonging indicators

12:30and then tying them

12:32to leader behaviors.

12:33Right?

12:34So I engineered

12:35what I call

12:37a manager impact index

12:38and what it does

12:39is it combines

12:40survey analytics,

12:42sentiment data

12:43from like open-ended responses

12:44and then behavioral metrics

12:47like one-on-one frequency,

12:49span of control,

12:51how managers respond

12:52to feedback.

12:52So for a long time,

12:55we would look at

12:55quantifying

12:56how individual leaders

12:58affected belonging,

13:00innovation,

13:01and team performance.

13:02And what started to happen

13:05was that we started

13:06to actually look

13:06at the data differently.

13:07So we stopped asking,

13:09did you hit your targets?

13:11And we started asking,

13:12did you create conditions

13:13so that your people

13:15could perform sustainably

13:17and at their best?

13:18So we found something

13:20really interesting

13:22that actually made

13:23executives incredibly uncomfortable.

13:26And what it was,

13:27was that managers

13:28who were celebrated

13:29as high performers,

13:31where they were hitting

13:32just their numbers

13:33quarter after quarter,

13:35but whose team belonging data

13:37was a disaster.

13:39What started happening

13:40was that their well-being scores

13:42were bottoming out.

13:43People were burning out

13:44and they were losing people.

13:46Like it was not just

13:48a leaky bucket

13:49at this point, okay?

13:51Connection was transactional.

13:52Contribution was like invisible, right?

13:56So people doing their work,

13:57they didn't matter.

13:58And these managers

13:59weren't building teams.

14:01They were extracting

14:02short-term results

14:04while quietly eroding

14:06all of that long-term capacity

14:09that we actually need.

14:11So people on these teams

14:13were burning out and leaving

14:15or they'd stay,

14:17but they would quietly disengage.

14:19And both of those outcomes,

14:21those are expensive.

14:23Sure they are.

14:24Absolutely.

14:24100%.

14:24So we also, though,

14:27had managers

14:27whose quarterly numbers,

14:29they weren't always the highest,

14:31but they had teams

14:33that were consistent

14:35across belonging indicators.

14:37And over time,

14:38those teams outperformed

14:40everyone else

14:41because they innovated more,

14:43they retained their top talent,

14:45they moved faster

14:46because people trusted each other,

14:48they spoke up

14:49when they saw problems early,

14:51like not at the end,

14:53right,

14:53before things are going live.

14:56Right?

14:56So what happened was,

14:57was that we made

14:58belonging non-negotiable.

15:00And so we built it

15:01into scoreboards,

15:02we tied it to compensation,

15:04incorporated it

15:05into success planning conversations.

15:07And if you wanted to advance

15:08as a leader in the organization,

15:10you actually had to prove

15:12through our dashboard

15:14that you could create

15:16sustainable performance conditions,

15:18not just extract results

15:20for a quarter or two.

15:21And that literally changed everything.

15:24So leaders started managing

15:25belonging the same way

15:26that they managed financial metrics,

15:29measuring it,

15:30tracking it,

15:30being accountable for it.

15:31And they saw the business impact.

15:33So engagement went up,

15:34turnover went down,

15:35decision-making quality,

15:37specifically,

15:38improved

15:38because people really felt safe

15:41servicing anything

15:42that was coming up

15:43even before it got to crisis.

15:45So here's the thing,

15:47none of that happens

15:47if you're not actually

15:48measuring it,

15:50right?

15:50So you have to be,

15:52I think there's a lot of people

15:53that say culture matters

15:55and that people are

15:56our greatest asset.

15:57You hear that all the time,

15:59but they rarely actually look

16:01at rewarding

16:02more than just quarterly outcomes.

16:05And so when you shift

16:06what you're measuring,

16:07the data actually forces you

16:09to decide,

16:09are we optimizing

16:10for this quarter

16:11or are we building infrastructure

16:13for the next five years?

16:15And don't get me wrong,

16:16like sometimes you actually

16:17do need to optimize

16:18for a quarter.

16:19Hands down,

16:19that happens.

16:20But that shouldn't be

16:21quarter over quarter

16:22over quarter.

16:23There still needs to be

16:25that infrastructure built

16:26over that five years,

16:28right?

16:28This is a lesson

16:30I learned after talking

16:30to Coach Bryant Wright.

16:32He's a friend of mine

16:33and he was talking about

16:34when you have belonging

16:36that the team

16:39upholds standards

16:42without leadership

16:43having to even get involved.

16:45And his approach

16:46is typically to let

16:48the team,

16:51self-correct isn't

16:51the word he used,

16:52but that they have

16:53high standards

16:54and if someone's not doing

16:55what they're supposed to do

16:56because they're safe

16:57and because they're comfortable

16:58and their belonging

16:59isn't contingent

17:00upon their performance

17:01so they're willing

17:03to stretch

17:03and they're willing

17:04to be open

17:06and trustworthy,

17:08like worthy of trust

17:09that he says

17:11that's so much better

17:13when you have a peer

17:13say I know you're

17:14struggling with this.

17:15This is something

17:16I can help you with.

17:17Would you like some help?

17:17Let's work together

17:18to get this done.

17:19Management doesn't

17:20have to be involved

17:20because then he's talking

17:23about having a system

17:24that is based

17:25not on compliance

17:29because supervision

17:30is there,

17:32but discipline

17:33when it's absent.

17:35Yeah, so let me share

17:37what the research

17:38says about that.

17:39Most organizations

17:40have actually set up

17:42fitting in cultures.

17:43Now, fitting in cultures

17:45require an individual

17:46to own 100%

17:48of the responsibility

17:49to conform

17:51to one person's

17:53idea of what success is.

17:57Okay?

17:58Belonging cultures

17:59actually require

18:00a 50-50 responsibility

18:02and accountability.

18:03It changes the game.

18:05It means that

18:06everybody is accountable

18:07and responsible

18:08to your peer,

18:11to your manager,

18:12to your leader,

18:13and them to you.

18:14And so the research

18:15actually shows

18:16that most of our

18:18organizations

18:18are built

18:19on fitting in climates.

18:21And we hear that

18:21all the time.

18:22We hear corporate fit.

18:23Are they a corporate fit?

18:24And what happens,

18:25and this is shown

18:26in sports all the time,

18:28time and time over.

18:30It's actually where

18:30a lot of my roots

18:31come from

18:32and working with CFL

18:34and Canadian Football League

18:36players and sports.

18:38The early part

18:39of my career,

18:40we always saw

18:41the underdogs

18:42and how the underdogs,

18:44when they adopted

18:45this 50-50 principle,

18:47what ended up happening

18:48was that they showed up

18:49in ways

18:49that a fitting

18:50in culture doesn't.

18:52it will allow

18:53the other person

18:54to drop the ball

18:55rather than

18:56do everything

18:57to get behind

18:58and support

18:59that other player

19:00that may not

19:00have it all together

19:01all in the same piece.

19:02And so what it does

19:03is we have a lot

19:04of organizations

19:05that are downsizing

19:06right now

19:07and I just had

19:08a really great conversation

19:09with an organization

19:10who was like,

19:11okay, Andrea,

19:12this is what we're going to do.

19:13We're going to get rid

19:14of all of our B's

19:15and all of our C's

19:16and we're just going

19:16to keep all of our A's.

19:17And I was like,

19:18great,

19:18you're going to have

19:19A's, B's, and C's

19:20within six months

19:21after you've downsized.

19:23And they were like,

19:24what do you mean?

19:25And I was like,

19:26here's the thing

19:26about all your A's.

19:27I guarantee you

19:28that all of your A's

19:29are not interdependent players.

19:33You have a lot of players

19:35who are likely

19:36out for themselves

19:37and they have no desire

19:40to actually create a team

19:42that shows up for them

19:44as much as they show up

19:45for the other person.

19:46And so this is the piece

19:48where the research

19:49actually shows

19:50that when we're

19:51creating environments,

19:52we actually need

19:53our A's, B's, and C's

19:55because those people

19:58in how they show up

19:59in different ways

20:00have tremendous value

20:02so that they actually

20:03create team.

20:05And we know

20:06you can't go anywhere

20:07in the world today

20:09without having a team.

20:11Like, it just doesn't happen.

20:12And so that's where,

20:14you know,

20:14with your coach friend,

20:16that you've been talking about,

20:17it's so important

20:18for people to understand that

20:20and to really understand

20:21how you create that.

20:23And so that's for those...

20:24He was talking about

20:25how his athletes have,

20:28all he asks from them

20:29is 100% effort.

20:31I mean, he goes,

20:31because effort is the currency

20:33that everyone can spend equally.

20:35And he says,

20:36my state champions

20:37can give me 100%

20:39and my brand new freshman

20:40can give me 100%.

20:41And that's all I can ask.

20:43But I am more happy

20:44with a freshman

20:45who gives me 100%

20:46than some, quote,

20:48superstar that gives me 65%.

20:51Because the standards

20:52shouldn't drop

20:53because of status.

20:55That's right.

20:56It's like,

20:57I want 100% all the time.

20:59And not only do my

21:00athletes feel

21:02the responsibility

21:03of providing 100%

21:05of their effort,

21:06but also upholding

21:07the integrity

21:08of the team's effort.

21:09And he doesn't always

21:10have to get involved

21:11because if someone's

21:13slacking a little bit

21:14in the workout,

21:15he's not over there

21:16blowing his whistle,

21:17saying, pick it up,

21:17pick it up, pick it up.

21:18One of the older,

21:20one of the seniors

21:20might drop back

21:21and say,

21:22hey, come on, Bob,

21:23let's go.

21:24You can do it.

21:24Let's go.

21:25Let's push.

21:25Let's get through this together.

21:28That's how it works.

21:31And he's led

21:32multiple state championships

21:32because of it.

21:33But that's a special culture.

21:37And status doesn't

21:40absolve people

21:41from responsibility.

21:43They don't get special perks

21:44and to get to sidestep

21:46the rules

21:46because they've achieved

21:47great things.

21:49In his operation,

21:50in his operational system

21:51of his team,

21:53that kind of performance

21:54requires additional responsibility

21:56to be a better example

21:57for the younger athletes

21:58coming up.

21:59It's not like super.

22:01Anyway, go ahead.

22:01No, no, no.

22:02What I was going to say there

22:03is that that's really,

22:04you know,

22:05you're talking about

22:06that 50-50 relationship

22:08versus the 100% zero.

22:11And that's also part

22:12of the difference

22:13between looking at engagement

22:15versus belonging.

22:17So engagement asks,

22:19are you willing

22:20to work hard here?

22:21But belonging asks,

22:23can you perform

22:24at your best here?

22:26And your coach friend

22:27is actually,

22:29well, he may not be,

22:30you know,

22:31have the words for that.

22:32But that's actually

22:33the differentiation

22:34between those two.

22:36And when leaders

22:38measure engagement alone,

22:40they're measuring effort

22:41and effort can be driven

22:43by fear

22:44just as easily

22:45as it can be driven

22:46by genuine commitment.

22:48Only for a little while

22:48and that's while

22:49the pressure's there.

22:50Once that pressure's removed,

22:51you're going to see that drop

22:52unless you have a culture

22:53that isn't dependent

22:54upon fear

22:54to increase that performance.

22:56Right.

22:56So if you don't have belonging,

22:58here's where it goes

23:00off the walls.

23:00So again,

23:01you have to have comfort,

23:02connection, contribution,

23:03psychological safety

23:04and well-being.

23:05Those are what

23:06the conditions are

23:08that actually bring people

23:09to their best thinking,

23:11to innovate,

23:12to stay when things get hard

23:14and to work together

23:15when things get hard.

23:16You know,

23:17when we look at

23:18belonging infrastructure,

23:19when that is present,

23:20people actually move

23:21through friction productively.

23:23They disagree,

23:24they learn,

23:25they challenge,

23:26they stay engaged

23:27when things are difficult

23:28and when they're volatile.

23:28And so that's like

23:30essentially what you're

23:30talking about

23:31from a sports team.

23:33From an organization,

23:35you have all sorts

23:36of different people

23:37that are all meant

23:38to come together

23:39from different generations,

23:41from different,

23:43you know,

23:43genders.

23:44When we look at

23:45all of the different

23:46intersections of identity,

23:49belonging is actually

23:51the thing that people

23:52are craving

23:53so that everyone feels

23:55like they are understood.

23:56When it's absent,

23:57it's really easy

23:58for employees

23:58to default

23:59to flight,

24:00fight,

24:00freeze or faint,

24:01right?

24:02And it's because

24:03they're not being valued

24:04and their work

24:05is also not being recognized

24:07so there's no need

24:08to stay engaged,

24:09mobilized together

24:10and do something hard,

24:12right?

24:12You can only see

24:13that difference

24:14if you're,

24:14you see that coming

24:15from an engagement perspective.

24:17So when we look at,

24:19you know,

24:20what you're talking about

24:22where people

24:23will give their all

24:25and then recognize,

24:26hey,

24:27wait a second,

24:27this environment

24:28isn't really supporting me,

24:29I'm not going to go anywhere.

24:31And so we now see that.

24:33So this is actually,

24:34there's a term for it now

24:35called the great detachment.

24:37And this is what happens

24:38when belonging infrastructure

24:40collapses,

24:42but people don't leave.

24:44Okay?

24:44So it's actually more dangerous

24:46than turnover

24:47because it's invisible

24:49in a lot of cases

24:51until it's too late

24:52because most organizations

24:53are measuring for engagement,

24:55but they're not measuring

24:56for belonging.

24:57So I started tracking this

24:59a few years ago

25:00when I was actually looking

25:01at a lot of the belonging data

25:04and publishing.

25:06My first publication

25:07came out in 2022

25:08and then since then

25:10I've published

25:11over 16 validated papers

25:15as well as worked

25:16with over 150,000 employees

25:18across eight industries.

25:20So what we started seeing

25:23with this metadata

25:24was that originally

25:27after COVID

25:29we started seeing

25:30what was called

25:31revenge quitting.

25:32And this is where people

25:33would leave their jobs

25:35in anger

25:35after a belonging breakdown.

25:37You actually still see this

25:38with athletes

25:39on sports teams

25:40when they feel like

25:41they're not being valued enough.

25:43Oh, it wasn't that long ago

25:44that I don't know

25:45if you remember

25:46that Antonio Brown

25:47when he was left

25:48the Tampa Bay Buccaneers

25:51I think it was

25:51ripped off his helmet

25:52ripped off his shirt

25:53and like

25:53I'm done.

25:55Totally.

25:56So that's an exhibit.

25:57Yeah, exhibit a great example

25:59of revenge quitting.

26:01And you know

26:01this can be things like

26:03you know

26:03they were passed over

26:04for a promotion

26:05that they thought

26:05they deserved.

26:07Maybe they were treated badly.

26:08Maybe a manager broke trust.

26:10Whatever that trigger is.

26:12They leave angry

26:13and they often tell people

26:15exactly why they're leaving.

26:17That's revenge quitting.

26:18Then there's also a pattern

26:20where we have seen

26:21confident quitting.

26:22And these are the people

26:23who leave

26:23not because they're angry

26:25but because they know

26:26they're worse

26:27and they're like

26:27you know what

26:28I am clear

26:29that you're not going

26:30to give me what I need

26:31in order to succeed

26:32and so I'm not going to let

26:33this organization

26:34bring me down.

26:35And they leave

26:36without drama.

26:38They just quietly exit

26:39and go somewhere better.

26:41Both of those are expensive

26:42but they're at least visible.

26:45Okay?

26:46Leaders see turnover numbers

26:48and they know

26:49that they have a problem.

26:50There's some way

26:50to indicate it.

26:52But we're now seeing

26:53something really different.

26:56And this is also

26:57in the current

26:58I would say

26:58in the past 18 months

26:59this has certainly gone up.

27:02People are staying

27:03but belonging has collapsed.

27:05So they're showing up.

27:07They'll do the minimum.

27:09They'll withdraw

27:09everything else.

27:11So there's no

27:12extra projects

27:13effort is at 50%

27:15because half the time

27:16they're actually job searching.

27:18Trust

27:19is like

27:20non-existent.

27:22Creativity

27:22and discretionary thinking

27:24not really there.

27:26So they're technically present.

27:27They're in your office

27:28or maybe they're like

27:29online

27:30but they've

27:31checked out

27:31emotionally

27:32and intellectually.

27:33And when you ask them

27:35what's wrong

27:35they say things like

27:37well there's only so much

27:38I can do here.

27:39we're doing our best

27:40with what we have.

27:42You keep asking us

27:43to do more with less.

27:44And guess what?

27:46There's no more effort

27:47left.

27:48Right?

27:49They're just done.

27:50And those phrases

27:51I would say

27:52are really coded

27:53for

27:54I've detached.

27:56I'm out.

27:57So

27:58I saw this play out

27:59in a really painful way

28:01with a senior HR leader.

28:02And what happened

28:03was that

28:04he actually stole

28:05somebody's work

28:06and he took

28:08somebody's work

28:09it was published

28:10he decided

28:11he was going to

28:12put it through AI

28:13and republish it

28:15as his own.

28:17But

28:17employees

28:18already knew

28:19that the person

28:20who was a specialist

28:21in the organization

28:22they could tell

28:24just by the reading

28:25and the content

28:26that the original work

28:27was not associated

28:28with this

28:29specific HR leader.

28:30And so

28:31I reached out to him

28:32and I said

28:33we need to escalate this

28:35you need to actually

28:36apologize

28:37you need to be transparent

28:38you want to make sure

28:40that you actually

28:41give proper credit

28:43to this team

28:45and specifically

28:46to this person

28:47and he didn't want

28:48to escalate it

28:49he didn't want

28:50to acknowledge

28:51he refused

28:51double down

28:52he was like

28:53no this is my work

28:54even though

28:55when you're an

28:56adjunct professor

28:56you have tools

28:57to actually run things

28:58through to see

28:58how much is actually

28:59written by a few

29:00and not

29:02and so just for fun

29:03we put it through

29:03and it was all

29:04it was a hundred percent

29:05written by AI

29:06and so you know

29:07he refused

29:09to actually name

29:10what was broken

29:11and what happened

29:12next was textbook

29:14great detachment

29:15so his direct report

29:17saw that he couldn't

29:17be trusted

29:18they saw that he

29:19would leverage

29:20other people's work

29:21as his own

29:22and then refuse

29:23accountability

29:23when caught

29:24and the entire

29:26department fractured

29:27and so

29:28meetings stopped

29:29being efficient

29:30decisions

29:31like literally

29:32slowed

29:33to a crawl

29:34you know

29:36projects

29:36right

29:37projects that

29:38should have

29:38taken weeks

29:39were taking months

29:40people started

29:41using the phrase

29:42hey we're doing

29:42our best

29:43translation

29:44I'm not bringing

29:45any of my

29:46discretionary effort

29:47anymore

29:47I'm not speaking

29:48up when I see

29:49problems

29:49I'm going to

29:50protect myself

29:50and this is what

29:51happens when all

29:52five indicators

29:53of belonging

29:54collapse

29:55simultaneously

29:55so comfort

29:56is gone

29:57because there's

29:57no predictability

29:58or clarity

29:59on what you

30:00can count on

30:01connection

30:02becomes transactional

30:03because trust

30:04was broken

30:04contribution

30:05feels invisible

30:06because people

30:07don't believe

30:07their work

30:08matters

30:08it's just

30:09going to be

30:09stolen

30:09anyways

30:10psychological

30:11safety evaporates

30:12because speaking

30:13up has proven

30:14to be risky

30:14and well-being

30:16suffers because

30:16people are all

30:18spending their

30:18energy on

30:19self-protection

30:20or on self-protection

30:21rather than

30:22on recovery

30:24and rebounding

30:26and so that's

30:27the great detachment

30:27it's a quiet

30:28crisis

30:29it is

30:30something that

30:31most organizations

30:33don't even know

30:34that is happening

30:35and it shows up

30:37in engagement

30:37scores

30:38way too late

30:39to even like

30:40trigger alarm bells

30:41in your retention

30:42data

30:43and so

30:44you essentially

30:45have the cost

30:46of innovation

30:47speed

30:48quality

30:48and the ability

30:49to execute

30:50on strategy

30:51and all of that

30:52starts multiplying

30:54in cost

30:54very quickly

30:55and the sad

30:56thing is

30:56without metrics

30:57like what you're

30:58talking about

30:58and without

30:59having systems

30:59in place

31:00to measure

31:00what you're

31:01talking about

31:02you've got

31:03senior executives

31:04that have to rely

31:04on gut feel

31:05and you and I

31:07both know

31:07that in an

31:08environment

31:08like what you're

31:09describing

31:10the data

31:12that gets

31:13to the

31:13senior level

31:14executives

31:15is

31:15it'll be a

31:16polite phrase

31:16here

31:16curated

31:17to cover

31:19up

31:19anything

31:20bad

31:20or downplay

31:21it

31:21if not

31:21straight up

31:22hide it

31:22and exaggerate

31:24anything

31:24that's good

31:25and these

31:26senior level

31:26executives

31:27are only able

31:27to make

31:28decisions

31:28based on

31:29decisions

31:30are only as

31:31good as

31:31the facts

31:31on which

31:32they're

31:32based

31:32and if

31:33what they're

31:33getting

31:34is more

31:34fiction

31:34than it

31:35is fact

31:35and that's

31:36all they

31:36have to

31:37create

31:37the gut

31:37field

31:38by which

31:38they're

31:38going to

31:38lead

31:39and make

31:39decisions

31:39I really

31:41see the

31:41need

31:41for the

31:42type

31:42of data

31:42that you're

31:42providing

31:43collecting

31:43and monitoring

31:44the type

31:44of data

31:45that you're

31:45providing

31:45because

31:46that's

31:46eliminates

31:47a lot

31:47of the

31:47problem

31:48of the

31:48I'm

31:48not

31:49going

31:49to be

31:49the

31:49messenger

31:49of bad

31:50news

31:50I don't

31:50want to

31:50get

31:50shot

31:51yeah

31:52absolutely

31:52and it's

31:53interesting

31:53because

31:54in 2020

31:55I've been

31:57doing a lot

31:58of the work

31:59more from

31:59that neuroscience

32:00lens

32:01but I set

32:02out to

32:03really ask

32:03and answer

32:04the question

32:05that had

32:05been bothering

32:06me for so

32:07long

32:07and it

32:07was if

32:08belonging

32:08is so

32:09fundamental

32:10to human

32:10performance

32:11why isn't

32:12anyone

32:12measuring it

32:13rigorously

32:14and there

32:15was plenty

32:16of engagement

32:16there's

32:17I mean

32:17if you

32:17want to

32:19research

32:19this

32:19you can

32:20read

32:21about

32:21engagement

32:22for

32:22hundreds

32:23of

32:23thousands

32:23of

32:24years

32:24right

32:25but if

32:26you

32:26want to

32:26and even

32:27on culture

32:28that's

32:28true as

32:29well

32:29and on

32:29employee

32:30satisfaction

32:30like all

32:31of that

32:31the

32:32constructs

32:33for that

32:34are there

32:34but belonging

32:35as a

32:36distinct

32:36construct

32:37with

32:38measurable

32:38dimensions

32:39that

32:39literally

32:40did not

32:41exist

32:41okay

32:42you got

32:42my

32:42curiosity

32:43up

32:43so just

32:44for the

32:44heck

32:45of it

32:45what kind

32:46of

32:46questions

32:46just give

32:47me a

32:47sample

32:47just wet

32:48my appetite

32:48here

32:48with what

32:49kind of

32:49questions

32:49are people

32:50asked

32:51that would

32:52create

32:53these

32:53indicators

32:53can you

32:54just give

32:54me some

32:54sample

32:55questions

32:55I'm

32:55curious

32:56yeah

32:56so with

32:57comfort

32:58you'd be

32:59asking

32:59questions

33:00so remember

33:01that comfort

33:01is all about

33:02clarity and

33:03predictability

33:03so while we

33:04have specific

33:05validated

33:06questions

33:07if you were

33:07looking at

33:08just data

33:08that you had

33:09access to

33:10you would

33:11try and

33:11see if

33:12how comfortable

33:13somebody feels

33:14within their

33:15environment

33:15you would

33:16ask if

33:16their role

33:17is clear

33:18you would

33:18ask if

33:20success

33:20factors

33:21are clear

33:22to them

33:23and what

33:24I find

33:24so fascinating

33:25is that

33:26you know

33:26most leaders

33:27think that

33:27they are

33:27being super

33:28clear in

33:29how they're

33:30presenting

33:30things and

33:31I would say

33:32across the

33:33board

33:33most are

33:36missing the

33:37nuances

33:37that our

33:39younger

33:39generations

33:40and people

33:41who think

33:42about things

33:42differently

33:43actually need

33:44in order

33:45for comfort

33:46to really

33:46be present

33:47and so

33:48when we

33:48look at

33:49you know

33:50some of

33:51those basic

33:52questions

33:52just from

33:53a comfort

33:54lens

33:54that's where

33:55you're actually

33:56asking questions

33:57that then lead

33:58you to

33:58what you do

34:00after you

34:01get survey

34:01data

34:02right

34:02and if you

34:03look at

34:04connection

34:04for example

34:05you're asking

34:06questions like

34:07do I know

34:08do I know

34:10you know

34:11how well

34:11my

34:11sorry

34:12do I know

34:13lost my

34:14train of

34:14thought there

34:14that's right

34:15can you give

34:16me some

34:16examples of

34:17it happens

34:18to

34:18we I

34:18I reflection

34:19I actually

34:20refer to those

34:20as brain

34:21cramps

34:21and I'm glad

34:22it happened

34:22to you

34:22instead of

34:23to me

34:23so so

34:24it's all right

34:25happens to

34:25the best

34:26of them

34:26so what I

34:26was asking

34:27was if you

34:27could give

34:27me some

34:28examples

34:28of some

34:28questions

34:29that would

34:31elicit

34:31data that

34:33you could

34:34utilize to

34:34rank

34:35these factors

34:37comfort

34:39you would

34:40ask whether

34:40or not

34:41success

34:41factors are

34:42clear

34:42for example

34:43connection

34:43you would

34:44ask whether

34:44or not

34:45you know

34:45your

34:46colleagues

34:47more than

34:48just what

34:49they do

34:49inside the

34:50office

34:50contribution

34:51you would

34:52ask something

34:52like I

34:53matter here

34:54psychological

34:54safety

34:55you would

34:55ask I

34:56can admit

34:56a mistake

34:57without being

34:58punished

34:58well-being

34:59you would

35:00ask something

35:00to the effect

35:01of I'm

35:02not expected

35:03to rebound

35:04on my

35:04own

35:05there's

35:05infrastructure

35:06that supports

35:07my

35:07rebounding

35:08are these

35:09scales like

35:10from one

35:11to five

35:11so you

35:12get a

35:12general idea

35:13from your

35:13okay so

35:14an employer

35:15might be able

35:15to look

35:15back and

35:16say hey

35:16our average

35:17is a 4.5

35:18on this

35:18we're pretty

35:19strong here

35:19it's a

35:201.2

35:21there

35:21that's an

35:21issue

35:22so it's

35:22not just

35:23yes no

35:23it's a

35:23little more

35:24detailed

35:24correct

35:24yeah it's

35:25very detailed

35:26the other

35:27thing that I

35:27will say

35:27that's really

35:28important about

35:29how we

35:30assess the

35:30the data

35:31is that

35:32we don't

35:33just look

35:33at the

35:34averages

35:34because your

35:35averages are

35:35actually hiding

35:36what your

35:37outliers are

35:38really experiencing

35:39and so one

35:41of the things

35:41that we

35:42really found

35:43you know

35:43when we

35:44were measuring

35:45when we

35:45first started

35:46was that

35:47you know

35:48you could

35:48have

35:49and this

35:50happens

35:50with anything

35:51but you

35:51can have

35:52you know

35:52scores of

35:53you know

35:5470%

35:54if you

35:55will

35:55and leaders

35:57go oh

35:57great

35:58like we

35:58got 70%

35:59on our

36:00belonging

36:00indicators

36:01or we

36:02got you

36:03know 72%

36:03on our

36:04comfort score

36:05but if

36:07you're not

36:07actually using

36:08multiplicative

36:09analysis

36:09you actually

36:10don't see

36:11where your

36:11outliers

36:12are

36:12and the

36:14people who

36:15don't feel

36:15belonging

36:16are never

36:17in the

36:17average

36:17they are

36:18always on

36:19either side

36:20of the

36:21of the

36:22curve

36:22and so

36:23when you

36:23look at

36:23those

36:24elements

36:25you actually

36:25have to

36:26account for

36:26them

36:26and so

36:28it's not

36:28enough to

36:29just look

36:30at your

36:30surveys

36:30and get

36:31average

36:32scores

36:33you actually

36:34have to

36:34then look

36:35at what

36:36those

36:36intersections

36:37of identity

36:37are

36:38what I'll

36:39say to

36:39this is

36:40you know

36:41it was

36:41fascinating

36:42when we

36:42first started

36:43looking at

36:44it because

36:44originally

36:45you know

36:46we were

36:47working with

36:483500

36:50participants

36:51in my

36:51first study

36:52was

36:5311

36:54Toronto

36:55stock

36:56exchange

36:56listed

36:57mining

36:57companies

36:58I was

36:59told I'd

36:59be lucky

37:00if I

37:00got

37:00350

37:01participants

37:02we're

37:02like

37:03woohoo

37:04we got

37:043500

37:05people are

37:05obviously

37:06really excited

37:07about this

37:07but then

37:08what was

37:08really

37:09interesting

37:09was that

37:0975%

37:10of the

37:11people

37:11who

37:11actually

37:11took

37:12the

37:12survey

37:12were

37:13men

37:13and

37:14that

37:14made

37:14sense

37:15because

37:15if you

37:15look

37:15at

37:16mining

37:16is

37:16a

37:17male

37:17dominated

37:17industry

37:18and

37:19so

37:19they

37:20had

37:20incredible

37:20scores

37:21and

37:22it

37:22wasn't

37:22until

37:23we

37:23actually

37:23started

37:24looking

37:24at

37:24those

37:25intersections

37:25of

37:25identity

37:26where we

37:26started

37:27actually

37:27looking

37:27at

37:27okay

37:28so

37:28what

37:29are

37:29some

37:29of

37:29the

37:30identities

37:30that

37:30actually

37:31push

37:31people

37:31out

37:32and

37:32let's

37:33imagine

37:33that

37:33your

37:34background

37:34is

37:34engineering

37:35that

37:35increased

37:36your

37:36belonging

37:36whereas

37:37if you

37:38were in

37:38HR

37:39that

37:39decreased

37:40your

37:40belonging

37:40funny

37:41enough

37:41anybody

37:42who

37:42is

37:42in

37:42compliance

37:43also

37:43decreased

37:45belonging

37:46so

37:46you know

37:47we all

37:47have

37:47these

37:48different

37:48identities

37:48within

37:49an

37:49organization

37:49and

37:50what

37:50we'll

37:50see

37:50is

37:51that

37:51there's

37:51certain

37:51functions

37:52certain

37:52teams

37:53that

37:53if

37:53you're

37:53not

37:53actually

37:54accounting

37:54for

37:55where

37:55they

37:56are

37:56not

37:56the

37:56biggest

37:56number

37:57your

37:58data

37:58isn't

37:59real

37:59data

37:59it's

38:00fabricated

38:01where

38:01it's

38:01hiding

38:02the

38:02actual

38:03information

38:03that

38:04you're

38:04needing

38:04and

38:04so

38:05not

38:05only

38:05do

38:06you

38:06have

38:06to be

38:06asking

38:06the

38:07right

38:07questions

38:07to

38:08actually

38:08measure

38:08what

38:09you're

38:09measuring

38:09you

38:10also

38:11have

38:11to be

38:11analyzing

38:12it

38:12in

38:12way

38:12that

38:13actually

38:13accounts

38:14for

38:14the

38:14intersections

38:15of

38:15identity

38:15okay

38:16very

38:18cool

38:18so

38:18how

38:19should

38:19CEOs

38:20think

38:20about

38:21their

38:21own

38:21actions

38:22differently

38:22when

38:23building

38:23a

38:23belonging

38:24centric

38:24culture

38:25yeah

38:26so

38:26I

38:27think

38:27the

38:27first

38:27thing

38:27that

38:28I'll

38:28say

38:28to

38:28that

38:28is

38:29the

38:29biggest

38:29mistake

38:30that

38:30leaders

38:31make

38:31with

38:31belonging

38:32is

38:32that

38:32they

38:33see

38:33this

38:34all

38:34the

38:34time

38:34now

38:35is

38:35that

38:35leaders

38:36treat

38:36belonging

38:37as

38:37a

38:37rebrand

38:38of

38:38DEI

38:38and

38:39they

38:39think

38:40that

38:40DEI

38:40is

38:41you

38:41know

38:41the

38:41language

38:42is

38:42getting

38:42pushed

38:42back

38:43so

38:43I'll

38:43call

38:43it

38:44belonging

38:44instead

38:44and

38:45they

38:45fundamentally

38:46misunderstand

38:47what

38:47belonging

38:48is

38:48and

38:48why

38:48it

38:48matters

38:49and

38:50so

38:50let

38:50me

38:50give

38:51you

38:51a

38:51real

38:51example

38:51of

38:52this

38:52you

38:52know

38:52I

38:52was

38:52brought

38:53on

38:53to

38:53consult

38:54with

38:54a

38:54logistics

38:55organization

38:56and

38:56they

38:56had

38:56just

38:56gone

38:57through

38:57a

38:57really

38:57painful

38:58DEI

38:58audit

38:59and

39:00they

39:00invested

39:00heavily

39:01employee

39:02resource

39:02groups

39:02bias

39:03training

39:03describe

39:04that

39:05when

39:06you

39:06said

39:06painful

39:07DEI

39:08what

39:09was

39:09painful

39:10about

39:10it

39:10expound

39:11on

39:11that

39:11help

39:11me

39:12understand

39:12what

39:12that

39:12means

39:13yeah

39:13so

39:14you

39:14know

39:14imagine

39:14that

39:15what

39:15the

39:16organization

39:16has

39:16done

39:17is

39:17they've

39:17gone

39:18in

39:18and

39:19looked

39:19at

39:19okay

39:19we

39:20need

39:20to

39:20improve

39:20our

39:21diversity

39:21numbers

39:22right

39:22we

39:23need

39:23to

39:23improve

39:24ERGs

39:25for

39:25almost

39:26every

39:26identity

39:27group

39:27leaders

39:28could

39:28like

39:28lean

39:29into

39:29these

39:30are

39:30all

39:30the

39:30initiatives

39:31that

39:31we're

39:31running

39:31but

39:32when

39:32you

39:32actually

39:33started

39:33talking

39:33to

39:34people

39:34they

39:34give

39:35you

39:35a

39:35different

39:36picture

39:36so

39:37here's

39:37what

39:37emerged

39:37black

39:38gen

39:39z

39:39male

39:39in

39:41the

39:41finance

39:41department

39:41he

39:42flat

39:43out

39:43told

39:43me

39:43he's

39:44like

39:44I'm

39:44supposed

39:44to

39:44feel

39:44included

39:45now

39:45because

39:46there's

39:46a

39:46black

39:46professionals

39:47ERG

39:47but

39:48in

39:48my

39:48actual

39:48team

39:49meetings

39:49my

39:49ideas

39:50get

39:50talked

39:50over

39:50my

39:51manager

39:51doesn't

39:51give

39:51me

39:51any

39:52visibility

39:52on

39:53any

39:53of

39:53the

39:53high

39:53stakes

39:54projects

39:55but

39:56here

39:56I

39:56am

39:56but

39:57I

39:57don't

39:57belong

39:58and

39:58we

39:58heard

39:58that

39:59in

39:59the

39:59mining

40:00studies

40:00originally

40:01as

40:01well

40:01and

40:02so

40:03same

40:03thing

40:03you

40:03could

40:03have

40:04like

40:04a

40:04millennial

40:05I'm

40:05just

40:05thinking

40:05of

40:05some

40:05of

40:06the

40:06main

40:06people

40:07that

40:07I've

40:07spoken

40:07to

40:07recently

40:08millennial

40:09Filipino

40:09woman

40:10in

40:10operations

40:11you

40:12know

40:12she

40:12was

40:13like

40:13yeah

40:13we

40:14did

40:14all

40:14this

40:14unconscious

40:15bias

40:15training

40:15six

40:16months

40:16ago

40:17everyone

40:17certified

40:18and

40:18she's

40:18like

40:19and

40:19Andrea

40:19wouldn't

40:20you

40:20know

40:20I

40:20push

40:20back

40:21on

40:21a

40:21decision

40:21and

40:22I'm

40:22labeled

40:23as

40:23difficult

40:23nobody

40:24wants

40:24to

40:24work

40:24with

40:24me

40:25so

40:25the

40:26training

40:26doesn't

40:27really

40:27change

40:28anything

40:28and

40:29when

40:30we

40:30measure

40:30belonging

40:32across

40:32those

40:33five

40:33indicators

40:33we

40:34found

40:34that

40:35their

40:35DEI

40:36efforts

40:36they

40:37had

40:37successfully

40:38increased

40:39representation

40:40more

40:41diverse

40:41spaces

40:41in a

40:42room

40:42okay

40:43but

40:44comfort

40:44was low

40:45because

40:45people

40:46didn't

40:46have

40:46clarity

40:46about

40:47how

40:47to

40:47navigate

40:48the

40:48difference

40:49productively

40:49connection

40:51totally

40:52transactional

40:53why

40:53because

40:54the

40:54training

40:54actually

40:55made

40:55people

40:55so

40:56worried

40:56about

40:56saying

40:57the

40:57wrong

40:57thing

40:58that

40:58they

40:58actually

40:59stopped

40:59having

40:59real

41:00conversations

41:00they're

41:01like

41:01well

41:01I

41:01can't

41:01say

41:02anything

41:02now

41:02that's

41:03not

41:03hard

41:03to

41:03predict

41:04right

41:05contribution

41:06was like

41:07completely

41:07invisible

41:08because

41:08diverse

41:09perspectives

41:10you know

41:11they were

41:11being

41:11invited

41:12but it

41:13wasn't

41:13like

41:13it

41:13was

41:13going

41:14to

41:14impact

41:14or

41:14influence

41:15the

41:15decision

41:16making

41:16right

41:17that was

41:18like

41:18okay

41:18well

41:18whatever

41:19we've

41:19asked

41:20you

41:20but

41:20we're

41:20not

41:20going

41:20to

41:21close

41:21the

41:21loop

41:22on

41:22anything

41:22you

41:22bring

41:22up

41:23and

41:23we're

41:23certainly

41:23not

41:24going

41:24to

41:24you

41:25know

41:25look

41:25at

41:25having

41:26that

41:26influence

41:27where

41:27we

41:27actually

41:28make

41:28change

41:29psychological

41:29safety

41:30was like

41:30totally

41:32you know

41:32non-existent

41:33because

41:34speaking

41:34up

41:35in an

41:36environment

41:37where you

41:37can't

41:38even

41:38have

41:38a

41:38real

41:39conversation

41:39that's

41:40hugely

41:41risky

41:41and

41:41well-being

41:42I mean

41:43well-being

41:43was

41:43suffering

41:44because

41:45not only

41:45we're

41:45underrepresented

41:46groups

41:47doing

41:47double

41:47duty

41:48but

41:48when you

41:50have

41:50well-being

41:51where

41:51resilience

41:52and

41:52bouncing

41:52back

41:53is

41:53100%

41:53on

41:54one

41:54person

41:54it

41:55takes

41:55that

41:56much

41:56longer

41:57to

41:57bounce

41:57back

41:58and

41:59so

41:59it

42:00wasn't

42:01just

42:01underrepresented

42:02groups

42:03who were

42:03doing

42:04double

42:04duty

42:04even

42:05though

42:05that's

42:05the

42:06perception

42:06it

42:07was

42:07also

42:08any

42:08group

42:09any

42:09person

42:09going

42:10into

42:10the

42:10office

42:11feeling

42:11like

42:12you're

42:12doing

42:13so

42:13much

42:13work

42:14thinking

42:14through

42:14everything

42:15that

42:16you

42:16couldn't

42:16actually

42:17allow

42:18yourself

42:18to

42:19have

42:20a

42:20conversation

42:20to

42:21get

42:21to

42:22core

42:22issues

42:22so

42:23you know

42:24the

42:24fundamental

42:24difference

42:25between

42:26DEI

42:26and

42:26belonging

42:27DEI

42:27asks

42:28like

42:28really

42:28who's

42:29in

42:29the

42:29room

42:29but

42:29belonging

42:30asks

42:30is

42:31everyone

42:31able

42:31to

42:32perform

42:32at

42:32their

42:32best

42:33and

42:34so

42:34you

42:35know

42:35when

42:35we

42:36look

42:36at

42:36DEI

42:36that

42:37focuses

42:37on

42:38representation

42:38equity

42:39and

42:39systems

42:40inclusion

42:40practices

42:41all of

42:42those

42:42things

42:42matter

42:42so

42:43I'm

42:44not

42:44saying

42:44that

42:44they

42:44don't

42:45they

42:45actually

42:45incredibly

42:46do

42:47but

42:47they're

42:48inputs

42:48belonging

42:49is an

42:50output

42:50and

42:51that

42:51is

42:52something

42:52that

42:52people

42:52really

42:53need

42:53to

42:53understand

42:54because

42:54you

42:55can

42:55have

42:55perfect

42:56representation

42:56and

42:57terrible

42:58belonging

42:58you

43:00can

43:00have

43:00all

43:00the

43:01inclusion

43:01training

43:01in

43:02the

43:02world

43:02and

43:03still

43:03have

43:03people

43:04feeling

43:04like

43:05they

43:05have

43:05to

43:05shrink

43:06to

43:06fit

43:07in

43:07and

43:08when

43:08we

43:08are

43:08trying

43:08to

43:08fit

43:09in

43:09we

43:09are

43:09never

43:10going

43:10to

43:10create

43:10that

43:11belonging

43:11because

43:11100%

43:12is

43:13put

43:13on

43:13every

43:14single

43:14individual

43:15rather

43:15than

43:15them

43:16actually

43:16understanding

43:17the benefits

43:17of being

43:18a team

43:18and so

43:19and I

43:20love this

43:20conversation

43:21I love

43:21this

43:21conversation

43:22I know

43:22that there

43:23are people

43:23probably

43:23listening

43:24thinking

43:25that just

43:25sounds

43:25like a

43:26bunch

43:26of

43:26warm

43:26fuzzies

43:27and

43:28that

43:28sounds

43:28like

43:29warm

43:29fuzzy

43:29HR

43:30stuff

43:30and

43:30that

43:30sounds

43:31cute

43:31but

43:31does

43:31it

43:31really

43:32matter

43:32to

43:32the

43:32bottom

43:33line

43:33and

43:33if

43:34you

43:34don't

43:34mind

43:35I'm

43:35inject

43:35yes

43:36it

43:36does

43:36and

43:38in

43:38a

43:38big

43:39way

43:39I

43:40mean

43:40if

43:40a

43:41company's

43:41got

43:41100

43:42million

43:43dollars

43:43in

43:44annual

43:44salaries

43:45and

43:46payroll

43:46in a

43:47year

43:47and

43:47you

43:48got

43:48people

43:48that

43:49don't

43:49feel

43:49a

43:50sense

43:50of

43:50belonging

43:50and

43:50aren't

43:51engaged

43:51and

43:52you

43:52said

43:52it

43:53not

43:53me

43:53cruising

43:54by

43:5450%

43:55of

43:55their

43:55discretionary

43:57effort

43:57and

43:58you

43:58got

43:58100

43:58million

43:58payroll

43:59how

44:00much

44:00you

44:00losing

44:00$50

44:01million

44:02a

44:02year

44:03come

44:04on

44:04and

44:05you're

44:05like

44:05well

44:05it

44:05can't

44:05be

44:06is

44:06these

44:07same

44:07people

44:07are

44:07complaining

44:08about

44:08our

44:08labor

44:08costs

44:09are

44:09out

44:09of

44:09control

44:09you're

44:10paying

44:10the

44:10labor

44:11costs

44:11you're

44:11just

44:11not

44:11getting

44:12paid

44:12because

44:12you're

44:13only

44:14getting

44:1450 cents

44:15on every

44:15dollar

44:15you spend

44:16on labor

44:16because

44:17of

44:17these

44:17things

44:17that

44:18you're

44:18talking

44:18about

44:18if

44:18people

44:18don't

44:19feel

44:19engaged

44:20if

44:20they

44:20don't

44:20feel

44:20there's

44:21trust

44:21if

44:21they

44:21don't

44:22feel

44:22they

44:22can

44:22contribute

44:22if

44:23they

44:23don't

44:24care

44:25about

44:25what's

44:25going

44:25on

44:26so

44:26is

44:26it

44:26worth

44:27your

44:27while

44:27to

44:27figure

44:28this

44:28stuff

44:28out

44:28in

44:29that

44:29particular

44:29it's

44:3050 million

44:31reasons

44:31why

44:32it's

44:32worth

44:32it

44:32to

44:33do

44:33it

44:33well

44:33and

44:33I

44:33think

44:34that's

44:34why

44:34it's

44:34so

44:34dangerous

44:35right

44:35now

44:36because

44:36we're

44:36seeing

44:36so

44:37many

44:37organizations

44:37rebrand

44:38DEI

44:39as

44:39belonging

44:39without

44:40changing

44:40any

44:40methodology

44:41and

44:42so

44:42they're

44:42making

44:42the

44:43same

44:43mistakes

44:43with

44:44new

44:44language

44:45I'm

44:45going to

44:45stop

44:45you

44:45right

44:46there

44:46can

44:46you

44:47for

44:48people

44:48listening

44:49you

44:49said

44:50that

44:50did

44:50not

44:51get

44:51by

44:51me

44:51there

44:52are

44:52people

44:52out

44:52there

44:53rebranding

44:54belonging

44:54as

44:55DEI

44:57as

44:57there

44:58are

44:58people

44:58out

44:59there

44:59rebranding

45:00DEI

45:00as

45:00belonging

45:01it's

45:01like

45:01they're

45:02just

45:02putting

45:02another

45:02new

45:02coat

45:03of

45:03paint

45:03on

45:03old

45:03stuff

45:04that

45:04many

45:05would

45:06argue

45:06there's

45:10value

45:10or not

45:10to it

45:11anyway

45:12that's

45:12not

45:12my

45:12point

45:13my

45:13point

45:13is

45:13that

45:14what

45:14you're

45:14suggesting

45:15belonging

45:15is

45:16is

45:16very

45:17different

45:17from

45:17DEI

45:17yeah

45:18we

45:19never

45:19measure

45:19I mean

45:20if you

45:20look

45:20at

45:20the

45:20majority

45:21of

45:21organizations

45:21they've

45:22never

45:22actually

45:22measured

45:23or

45:23built

45:23belonging

45:24they

45:24looked

45:25at

45:25diversity

45:26metrics

45:27right

45:28and so

45:28when

45:29you

45:29treat

45:30belonging

45:31like

45:31it's

45:32less

45:32rigorous

45:33than

45:33DEI

45:34which

45:35I've

45:35had

45:35actually

45:36executives

45:36say

45:36to me

45:37like

45:37DEI

45:37is

45:38about

45:38fairness

45:38and

45:38equity

45:39that's

45:39serious

45:39belonging

45:40is

45:40like

45:41feelings

45:41that's

45:42soft

45:42and I

45:42have

45:43to

45:43stop

45:43them

45:43right

45:44there

45:44because

45:45belonging

45:46is

45:46more

45:46measurable

45:47than

45:47most

45:47DEI

45:48metrics

45:48and

45:49when

45:50I

45:50validated

45:50the

45:51five

45:51indicators

45:52that

45:52map

45:53to

45:53specific

45:54brain

45:54chemistry

45:55have

45:56observable

45:56behaviors

45:57I can

45:58actually

45:58predict

45:59safety

45:59incidents

46:00turnover

46:00innovation

46:01rates

46:01performance

46:02outcomes

46:02I can

46:03show you

46:03the gap

46:04between

46:04your mean

46:05and your

46:05underrepresented

46:06groups

46:06and tell

46:07you

46:07exactly

46:07where your

46:08culture

46:09is fracturing

46:10DEI

46:11is always

46:11going to

46:11tell you

46:12who is

46:12there

46:13right

46:13belonging

46:14is always

46:14going to

46:14tell you

46:15who's

46:15going to

46:15stay

46:15who's

46:16going to

46:16speak

46:17up

46:17before

46:17problems

46:18become

46:18crisis

46:19who's

46:19actually

46:20bringing

46:20their

46:20best

46:21versus

46:21just

46:22executing

46:23tasks

46:23and

46:24I'm

46:24not

46:24saying

46:24organizations

46:25should

46:26abandon

46:26DEI

46:27that's

46:27actually

46:27not

46:27what

46:27I'm

46:28saying

46:28at

46:28all

46:28you're

46:30just

46:30very

46:30clearly

46:31defined

46:31this

46:31is

46:31not

46:31the

46:32same

46:32thing

46:32100%

46:33so

46:33what

46:33I'm

46:33saying

46:34is

46:34that

46:34if

46:34you

46:34want

46:35DEI

46:35to

46:35actually

46:35work

46:36if

46:37you

46:37want

46:37your

46:37diverse

46:37talent

46:38to

46:38actually

46:38stay

46:39and

46:39thrive

46:39you

46:39need

46:40belonging

46:40infrastructure

46:41totally

46:42makes

46:42sense

46:43yeah

46:43and

46:44thank

46:44you

46:44for

46:44expounding

46:44that

46:45and

46:45the

46:45other

46:45thing

46:46that

46:46I

46:46want

46:46to

46:46chime

46:46in

46:46on

46:46here

46:47because

46:47I'm

46:48very

46:48engaged

46:48in

46:48this

46:49conversation

46:49and

46:50I

46:51know

46:51there

46:51are

46:51people

46:51that

46:52are

46:52listening

46:52I

46:53can't

46:54say

46:54I

46:54know

46:54I

46:54suspect

46:55there

46:55are

46:55people

46:55listening

46:55it's

46:56like

46:56well

46:56this

46:56sounds

46:56overwhelming

46:57there's

46:57so

46:57much

46:57to

46:58it

46:58and

46:59it's

46:59like

46:59the

46:59person

47:00who's

47:00in

47:00terrible

47:01shape

47:01and

47:03they're

47:03like

47:03I

47:03can't

47:03be

47:04eating

47:04right

47:04and

47:04working

47:05out

47:05every

47:05day

47:05and

47:05doing

47:06it's

47:06like

47:06every

47:08little

47:08bit

47:08matters

47:08and

47:10hey

47:10if

47:10you

47:10just

47:11worked

47:11on

47:11we're

47:12going

47:12to

47:12improve

47:12psychological

47:14safety

47:14what can

47:15we do

47:15to improve

47:15psychological

47:16safety

47:16or what

47:16can

47:17we

47:17do

47:17to

47:17improve

47:17just

47:18even

47:18one

47:18of

47:18these

47:19scales

47:19at

47:20a

47:20time

47:20you

47:20don't

47:21have

47:21to

47:21eat

47:21an

47:21elephant

47:22in

47:22one

47:22sitting

47:22now

47:23you

47:23may

47:24be

47:24able

47:24to

47:31maybe

47:32that's

47:32a

47:32good

47:33thing

47:33but

47:33it

47:33doesn't

47:33have

47:34to

47:34be

47:34all

47:34in

47:34one

47:34swoop

47:35it

47:35can

47:35be

47:35gradual

47:35one

47:36bite

47:36at a

47:36time

47:36and

47:37still

47:37get

47:37to

47:37where

47:38you're

47:38going

47:38and

47:38manageable

47:39bite

47:40size

47:40chunks

47:40totally

47:41and

47:42what

47:42I

47:42would

47:42say

47:42is

47:42this

47:43like

47:43you're

47:43not

47:43you

47:44actually

47:44don't

47:44have

47:44to

47:44do

47:45all

47:45five

47:45at

47:45the

47:45same

47:45time

47:46so

47:46I

47:47would

47:47actually

47:47argue

47:48right

47:49now

47:49that

47:50out

47:50of

47:50those

47:50five

47:51indicators

47:51start

47:52with

47:52comfort

47:52and

47:53the

47:53reason

47:53I

47:54would

47:54start

47:54with

47:54comfort

47:54right

47:55now

47:55is

47:55because

47:55comfort

47:56actually

47:56calms

47:57the

47:57nervous

47:58system

47:58by

47:58regulating

47:59cortisol

47:59and

48:00it's

48:00simple

48:00right

48:01like

48:02are

48:03we

48:03being

48:03clear

48:03and

48:04do

48:04we

48:04have

48:04predictability

48:05and

48:06so

48:06I'll

48:06give

48:07you

48:07another

48:07example

48:07you

48:08know

48:08an

48:09organization

48:09downsized

48:10and

48:11they

48:11needed

48:12to

48:12also

48:13completely

48:13change

48:14the

48:14amount

48:15of

48:15offerings

48:16they

48:16had

48:16under

48:17their

48:17one

48:18brand

48:18and

48:19what

48:19they

48:19did

48:20because

48:20they

48:20didn't

48:20actually

48:21know

48:21all

48:21the

48:21answers

48:22and

48:22so

48:23instead

48:23of

48:24the

48:24leaders

48:24saying

48:25here's

48:26what

48:26we

48:26know

48:27this

48:28is

48:28what

48:29your

48:29role

48:29still

48:30is

48:30these

48:31are

48:31the

48:31brands

48:32that

48:32we're

48:32definitely

48:32still

48:33working

48:33on

48:33these

48:34are

48:34the

48:34targets

48:34that

48:35we

48:35still

48:35need

48:35to

48:35make

48:36these

48:37are

48:37the

48:37things

48:37that

48:37we

48:38absolutely

48:38have

48:39to

48:39achieve

48:40these

48:41are

48:41what

48:42your

48:43success

48:44factors

48:44look

48:44like

48:45they

48:45went

48:45in

48:45and

48:45they

48:45talked

48:46about

48:46all

48:46the

48:46things

48:50economic

48:51and

48:51political

48:51climate

48:52with

48:52so

48:52much

48:52volatility

48:53I

48:54mean

48:54I

48:54remember

48:5420

48:55years

48:55ago

48:55when

48:55we

48:55were

48:55talking

48:56about

48:56VUCA

48:57feels

48:57like

48:57a

48:57whole

48:58different

48:58word

48:58today

48:59and

48:59so

48:59the

49:00best

49:00thing

49:00that

49:01you

49:01can

49:01do

49:01for

49:02all

49:02of

49:03your

49:03employees

49:04is

49:04calm

49:05their

49:05nervous

49:05system

49:05regulate

49:06think

49:07about

49:07it

49:07this

49:07way

49:07when

49:09you

49:09walk

49:09into

49:09a

49:10room

49:10as

49:10a

49:10leader

49:10you're

49:11either

49:11regulating

49:12or

49:12dysregulating

49:13your

49:13entire

49:14team

49:15so

49:15if

49:16you

49:16are

49:17not

49:17able

49:18to

49:18say

49:18these

49:19are

49:19the

49:19things

49:19that

49:20we

49:20know

49:20are

49:21true

49:21that

49:21we

49:21know

49:22are

49:22clear

49:22that

49:22we

49:22know

49:23are

49:23predictable

49:23and

49:25that

49:25can

49:25even

49:25be

49:25at

49:26the

49:26start

49:26of

49:26a

49:26meeting

49:27this

49:28is

49:29the

49:29goal

49:29of

49:29the

49:29meeting

49:29this

49:30is

49:31who's

49:31making

49:31the

49:31decision

49:32these

49:33are

49:33the

49:33three

49:33things

49:33we

49:33have

49:34to

49:34talk

49:34through

49:34if

49:35you

49:35don't

49:36go

49:36in

49:36with

49:36those

49:37things

49:37like

49:38have

49:38an

49:38agenda

49:39I

49:39can't

49:39believe

49:40how

49:40many

49:41meetings

49:41start

49:42and

49:42there's

49:42no

49:42agenda

49:43and

49:43there's

49:43no

49:44specific

49:44outcomes

49:45that are

49:45needed

49:45they

49:46last

49:46forever

49:47right

49:47it

49:48lasts

49:48forever

49:48and

49:49you

49:49always

49:49have

49:49that

49:50person

49:50who

49:50doesn't

49:50stop

49:51talking

49:51and

49:51you're

49:52like

49:52can

49:52you

49:53just

49:53stop

49:53talking

49:53so

49:54we

49:54can

49:54focus

49:54so

49:55when

49:55we

49:55don't

49:56have

49:56specific

49:57behaviors

49:58because

49:58those

49:59skills

49:59haven't

50:00been

50:00taught

50:00because

50:01the

50:02leader

50:02doesn't

50:02understand

50:03that

50:03they're

50:03the

50:04regulator

50:04all

50:05of

50:05this

50:05work

50:05spins

50:06and

50:06it

50:07extends

50:07the

50:08time

50:09it

50:09impacts

50:10your

50:11quality

50:11it

50:12impacts

50:13how

50:13creative

50:14people

50:14are

50:15at

50:15problem

50:15solving

50:16so

50:16start

50:17with

50:17comfort

50:17if

50:17there's

50:18one

50:18place

50:19that

50:19you're

50:19going

50:19to

50:19start

50:19with

50:20and

50:20you

50:20don't

50:20have

50:20data

50:21and

50:21you

50:21don't

50:21actually

50:21know

50:21what

50:22to

50:22do

50:22start

50:22there

50:23start

50:24with

50:24figuring

50:24out

50:25how

50:25to

50:25be

50:25as

50:26clear

50:27for

50:28yourself

50:29first

50:30and

50:30then

50:31as

50:31clear

50:32as

50:32you

50:32can

50:33for

50:34your

50:34team

50:34now

50:36circle

50:36back

50:37to

50:37what

50:37you

50:37talked

50:37about

50:38from

50:38that

50:38head

50:38coach

50:39that

50:39one

50:40you

50:40know

50:40I

50:41think

50:42you

50:42said

50:42eight

50:42back

50:43to

50:43back

50:44eight

50:44state

50:45championships

50:45back

50:46to

50:46back

50:47in a

50:47row

50:47you

50:49know

50:49those

50:50coaches

50:50make

50:51it

50:51incredibly

50:51clear

50:52what

50:53is

50:53expected

50:54what

50:54does

50:54success

50:55look

50:55like

50:56for

50:56that

50:56position

50:56for

50:57that

50:57position

50:57for

50:57that

50:57position

50:58every

50:58single

50:59offensive

51:00lineman

51:00quarterback

51:02receiver

51:02you

51:03know

51:03it

51:04doesn't

51:04matter

51:04what

51:04the

51:04position

51:05is

51:05they

51:06know

51:06what

51:06their

51:07job

51:07is

51:07and

51:08they

51:08know

51:08when

51:09they're

51:09not

51:09successful

51:09and

51:10if

51:10you

51:10can't

51:11actually

51:11set

51:12that

51:12out

51:12for

51:12your

51:13employees

51:13especially

51:15for

51:15our

51:16younger

51:16generations

51:17with

51:18how much

51:19change

51:19there

51:19is

51:20you

51:21cannot

51:21inspire

51:22them

51:23to

51:23think

51:24at

51:24their

51:24best

51:25to

51:25be

51:25at

51:25their

51:26best

51:26to

51:26be

51:26inspired

51:27because

51:28you're

51:29making

51:29it

51:29harder

51:30for

51:30them

51:30to

51:30actually

51:31even

51:31be

51:31present

51:32so

51:33how

51:33can

51:34organizations

51:34balance

51:35and

51:35I know

51:37we're

51:37tight

51:37on time

51:37so

51:38I'll

51:38hit you

51:39with a

51:39couple

51:39real quick

51:40ones

51:40but

51:40how

51:41can

51:41organizations

51:42balance

51:42the pressure

51:43to scale

51:43performance

51:44and

51:45efficiency

51:45with the

51:46need for

51:47belonging

51:48infrastructure

51:48well

51:50I would

51:50say

51:50they're

51:50not

51:50separate

51:51so

51:51I

51:51think

51:52that

51:52that's

51:52actually

51:52one

51:53of

51:53the

51:53errors

51:53that

51:54a lot

51:54of

51:54people

51:54make

51:55is

51:55that

51:55they

51:56don't

51:56understand

51:56that

51:56performance

51:57infrastructure

51:58is

51:58actually

51:59embedded

52:00with

52:00belonging

52:00indicators

52:01and

52:01so

52:02I

52:02always

52:02talk

52:02about

52:02belonging

52:03being

52:03the

52:03science

52:03that

52:04you

52:04can

52:04feel

52:04because

52:05when

52:06you

52:06have

52:06that

52:06infrastructure

52:07embedded

52:08within

52:09your

52:09performance

52:09metrics

52:10that's

52:11where

52:11your

52:11engagement

52:12your

52:12speed

52:12your

52:12quality

52:13your

52:13innovation

52:14retention

52:15that's

52:15where

52:15all

52:15of

52:16those

52:16things

52:16actually

52:16are

52:17going

52:18on

52:18a

52:19positive

52:20trajectory

52:21where

52:21you

52:21can

52:22scale

52:23fast

52:23understanding

52:28that

52:28we're

52:29short

52:29on

52:29time

52:29one

52:30of

52:30the

52:30things

52:31that

52:31I

52:31would

52:31highly

52:32recommend

52:32doing

52:33we've

52:33just

52:34created

52:35it

52:35go

52:36take

52:36a

52:36belonging

52:37breakdown

52:39to

52:39actually

52:40see

52:40you

52:41essentially

52:42do

52:42it

52:42between

52:42you

52:42and

52:43another

52:43person

52:43and

52:44the

52:44questions

52:44are

52:45you

52:45don't

52:45have

52:45to

52:45put

52:46in

52:46an

52:46email

52:46address

52:47you

52:47don't

52:47have

52:47to

52:47do

52:47it

52:47it's

52:48literally

52:48just

52:48a

52:48quick

52:49fast

52:49like

52:49do

52:50I

52:50actually

52:50even

52:50understand

52:51where

52:51belonging

52:52might

52:52be

52:52breaking

52:52down

52:53between

52:53you

52:53and

52:53I

52:53and

52:54so

52:54that's

52:55just

52:55at

52:55belonging

52:56first

52:56dot com

52:57forward

52:57slash

52:58belonging

52:58breakdown

52:59and

52:59if

53:00you

53:00want

53:00to

53:00go

53:00further

53:00and

53:01find

53:01out

53:01indicators

53:02and

53:02learn

53:03a

53:03little

53:03bit

53:03more

53:03you

53:04can

53:04but

53:05just

53:06as

53:06a

53:06high

53:06level

53:06look

53:07at

53:07some

53:07of

53:07the

53:07questions

53:08because

53:08the

53:08questions

53:08actually

53:09give

53:09you

53:09a

53:09lot

53:09of

53:10insight

53:10into

53:10what

53:11those

53:11indicators

53:12are

53:12and

53:13how

53:13you

53:13can

53:13actually

53:13leverage

53:14them

53:14and

53:15I

53:16would

53:16say

53:17that

53:17piece

53:18of

53:18really

53:18understanding

53:19how

53:20belonging

53:21indicators

53:22those

53:22five

53:23comfort

53:23connection

53:24contribution

53:25psychological

53:25safety

53:26and

53:26well-being

53:27are

53:28mapped

53:28you can

53:29get a

53:29lot

53:30of that

53:30on my

53:30sub

53:30stack

53:31as

53:31well

53:31there's

53:32actually

53:32even

53:32free

53:33down

53:33what

53:38other

53:38ways

53:38can

53:39people

53:39connect

53:39with

53:39you

53:39what's

53:40the

53:40best

53:41way

53:41are

53:41you

53:41active

53:41on

53:41LinkedIn

53:41do

53:42you

53:42like

53:42to

53:42go

53:42on

53:42your

53:42website

53:43do

53:43you

53:43have

53:43books

53:44or

53:44anything

53:44what's

53:45the

53:45best

53:45way

53:45for

53:45people

53:45to

53:45connect

53:46with

53:46you

53:46bet

53:47so

53:47LinkedIn

53:47is

53:48a

53:48great

53:48place

53:48to

53:49start

53:49so

53:49Andrea

53:50D

53:50Carter

53:50on

53:51LinkedIn

53:51is

53:51just

53:52my

53:52handle

53:53and

53:54then

53:54hit

53:54me

53:55up

53:55on

53:55sub

53:56stack

53:56I

53:56have

53:57so

53:57much

53:58writing

53:59on

53:59sub

54:00stack

54:00it

54:00was

54:00where

54:00I

54:01started

54:01because

54:01my

54:01book

54:02will

54:02be

54:02launched

54:02in

54:032026

54:03I'm

54:03just

54:04waiting

54:04to

54:04put

54:04my

54:05date

54:05are

54:06you

54:06going

54:06to

54:06give

54:07us

54:07a

54:07title

54:07look

54:08for

54:08not

54:09yet

54:09because

54:09I'm

54:10waiting

54:10to

54:10see

54:10whether

54:10or

54:10not

54:11I

54:12know

54:15it's

54:15so

54:15good

54:16that

54:16I'm

54:16like

54:17I

54:17can't

54:17wait

54:17to

54:18actually

54:18say

54:19it

54:19out

54:19loud

54:20however

54:21get

54:21on

54:21to

54:21sub

54:22stack

54:22that's

54:23likely

54:23the

54:23best

54:24place

54:24and

54:24again

54:25it's

54:25just

54:25sub

54:26stack

54:26at

54:27Andrea

54:27D

54:28Carter

54:28and

54:29you

54:29can

54:29go

54:29on

54:29and

54:30read

54:30all

54:31sorts

54:31of

54:32posts

54:33and

54:33find

54:35out

54:36more

54:36writing

54:36and

54:37get

54:37engaged

54:38download

54:38some

54:39free

54:39things

54:39start

54:40there

54:40yeah

54:41so

54:41I'm

54:41gonna

54:41hit

54:42you

54:42with

54:42one

54:42last

54:42question

54:42because

54:43I

54:43had

54:43this

54:44one

54:44question

54:44sitting

54:44for

54:45me

54:45because

54:45it's

54:45my

54:45favorite

54:45question

54:46to

54:46ask

54:46every

54:46single

54:46guest

54:47okay

54:47so

54:48look

54:49at

54:49us

54:49overachieving

54:50and get

54:50into

54:50the

54:51last

54:51question

54:51ahead

54:51of

54:51time

54:52if

54:52there

54:52was

54:52only

54:52one

54:53piece

54:53of

54:53advice

54:54that

54:54you

54:54could

54:55give

54:55to

54:55business

54:55owners

54:55or

54:56executive

54:56what

54:57would

54:57it

54:57be

54:57and

54:57why

54:58oh

54:59that's

54:59such

55:00a

55:00good

55:01question

55:01stop

55:02treating

55:03belonging

55:03as

55:04something

55:04separate

55:04from

55:05performance

55:05it's

55:06not

55:07a

55:07people

55:07initiative

55:08sitting

55:09alongside

55:09your

55:10business

55:10strategy

55:11it's

55:11performance

55:12infrastructure

55:13when

55:14comfort

55:14connection

55:14contribution

55:15psychological

55:15safety

55:16and well

55:16being

55:17are present

55:17people

55:18are going

55:18to move

55:18through

55:19friction

55:19productively

55:20instead

55:20of

55:21defaulting

55:22to that

55:22fight

55:22flight

55:23freeze

55:23or

55:23faint

55:24that's

55:24not

55:24soft

55:25that's

55:25how

55:25work

55:26gets

55:26done

55:27so

55:27two

55:28concrete

55:29action

55:29steps

55:29before

55:31a meeting

55:31and I've

55:32already alluded

55:33to this

55:33but before

55:33a meeting

55:34have a

55:34clear

55:34agenda

55:35a stated

55:35outcome

55:36that you're

55:36going to

55:36achieve

55:37together

55:37and then

55:37start

55:38that meeting

55:38with a

55:39transparent

55:39context

55:40it's not

55:40enough

55:41to just

55:41have it

55:41in your

55:41agenda

55:42say

55:42here's

55:43how we're

55:43meeting

55:43this is

55:44what we

55:44need to

55:45accomplish

55:45and this

55:46is how

55:46decisions

55:49that comfort

55:49by reducing

55:50ambiguity

55:51that calms

55:52the nervous

55:52system

55:52lowers

55:53cortisol

55:53signals

55:54predictability

55:55and it

55:56basically

55:56tells people

55:56hey

55:57you can

55:57put your

55:58best

55:58thinking

55:58on

55:59rather than

55:59spending

55:59energy

56:00on

56:00self

56:00protection

56:01belonging

56:01is really

56:02what happens

56:02when leaders

56:03stop

56:04optimizing

56:04for efficiency

56:05and they

56:06start designing

56:07for what

56:08humans

56:08actually need

56:09to perform

56:10at their

56:10best

56:11I love

56:12it

56:12thank you

56:13so much

56:14I appreciated

56:14every minute

56:15and I learned

56:15a ton

56:16and I hope

56:16everyone

56:16watching

56:17listening

56:17enjoyed it

56:18as much

56:18as I

56:18did

56:18thank you

56:19so much

56:19thank you

56:20Mason

56:20thank you

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