Coaching
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What (Popovich) he's saying here is, I believe you are worthy because I believe you can do something you haven't done yet. Think about how different that is from, I believe you are worthy because of what you have done.
He had all the answers. To see them, it just came down him needing an extra set of eyes, ears and heart, and then, someone willing to him give theirs. And that, well, that is belonging.
Players with great coaches believe they can always be better. And they do better. The great coach keeps the space where failure is expected as part of progress and increased competence.
You may not remember this, but you had ferocious drive for competence when you were a toddler.
Culture
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When your people belong, their efforts pertaining to DEI play a natural part in deepening the company tribe. They'll unite and fight for each other's diverse uniqueness because the ways your people belong are clear in their invitation and boundary. Psychological safety can't provide that. You can't just play it safe.
That risky thing you've gotta figure out, it gets done because you feel, own, and care for someone. Not because you're safe. The line when safe enough to innovate gets closer the more you belong.
It's about the heart, and belonging, by living in the company core values, and believing together in shared purpose. It begins with the Us Story. Here, filtering by how one sounds and looks, seems kind of dumb.
It is completely individual and at the same time cultural… If you ask 24 people, you’ll have 24 different reasons why… Sometimes people are happy because they love who they’re working with. Sometimes it’s the purpose and that purpose really matters. For some, they’re mercenaries.
Joon Chang’s words contain a marvelously insightful paradigm for belonging at work. And to get it, and shift ourselves into belonging there, we just have to change one word.
It’s like taking a lead fall. That’s how hard it is for most business people to change their command-and-control business model to a belonging culture. If I let go of the command and control hold, I will die. I mean, it’s working, so if it ain’t broke don’t fix it. But at what cost, what height and quality not achieved?
You don’t want to lose your highest performing and most critical people, but you will, when they stop belonging. And if you’re adding more money to keep them, chances are, they've already left. It's just that their butts haven't followed their hearts, yet.
When you're around people where the WHOLE YOU belongs and really matters, you know. When we’re where we belong it’s about us. We belong, or we leave.
Employees are your company, and, when treated like company, they sing about what a wonderful place was prepared for them.
Teams
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It’s like taking a lead fall. That’s how hard it is for most business people to change their command-and-control business model to a belonging culture. If I let go of the command and control hold, I will die. I mean, it’s working, so if it ain’t broke don’t fix it. But at what cost, what height and quality not achieved?
You don’t want to lose your highest performing and most critical people, but you will, when they stop belonging. And if you’re adding more money to keep them, chances are, they've already left. It's just that their butts haven't followed their hearts, yet.
For SEALs, service and team matter most, and because of that, they pursue and practice excellence in emotional ability and technical skills in order to never let their teammates down.
Long ago, our brains developed so we could survive outside threats and perpetuate our species, by working together.
The resulting duress from "only the tasks matter," prevents your people from feeling psychologically safe and valued.
Aim for the heart and give a sh!# about your people. You'll win their hearts, and in turn, they'll win your customers' hearts for you.
Leaders
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In elite performing teams, the same neurobiology applies.
When leaders consistently turn toward the small bids — a question, a concern, a celebration — they create the chemistry of belonging:
For SEALs, service and team matter most, and because of that, they pursue and practice excellence in emotional ability and technical skills in order to never let their teammates down.
The resulting duress from "only the tasks matter," prevents your people from feeling psychologically safe and valued.
we’re not actually in a life-or-death situation, our amygdala responds to that financial threat in a way that we, either dramatically, or subtly, proceed as if that is the case
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We all want to belong with the people in our company, believe in the company’s purpose. To live from our values and strengths, and really join in our stories. To have the autonomy and ownership of our own practices, as we work to grow personally and help our company grow. Remote or otherwise, CEOs- just make it so your people can get a yes to these six affirmations, and watch your company change the world.
For SEALs, service and team matter most, and because of that, they pursue and practice excellence in emotional ability and technical skills in order to never let their teammates down.
Players with great coaches believe they can always be better. And they do better. The great coach keeps the space where failure is expected as part of progress and increased competence.
Editor's Picks
You self-belong when, you feel, own, and care for yourself, in your successes, dreams, and failures, just as you would for the people with whom you belong.
Belonging lessens fear and makes our aspirations achievable from our pooled hearts, intellect and strengths.
What if we cared for our employees, our coworkers, as cherished sons and daughters, and we gave them the belonging and what they physically needed to do things they’ve never done before?