In this episode, I explore the often-overlooked connection between belonging and performance at work. Rather than framing belonging as something "nice" or optional, I make the case that real belonging is foundational for teams and organizations to function at their best.

1. Belonging’s Branding Problem: How belonging has been misunderstood as comfort or indulgence, rather than a core driver of decision-making and leadership.
2. Performance Erosion: When belonging is missing, teams don’t collapse, but performance slowly ebbs away through slower decisions, less challenge, and increased impression management.
3. Belonging vs. Fitting In: The difference between psychological safety (belonging) and self-editing (fitting in), and how women and minoritized groups often feel pressured to conform.
4. Trust and Safety: Without trust, people won’t challenge or share fully — what looks like disengagement might really be self-preservation.
5. Real-Life Signals: Flat leadership meetings, agreement in the room but dissent in the corridors, and “niceness” that masks lack of real challenge.
6. Conditional Belonging: Particularly for those who are “different” in some way, belonging often depends on fitting in, leading to adaptation and energy spent on self-management.
7. Project Aristotle (Google Study): Psychological safety (not talent or workload) drives high-performing teams — illustrating belonging in practical terms.
8. Leadership Implications: Belonging is shown not by politeness or lack of conflict, but by the quality and openness of contributions.
9. Moving Beyond Slogans: True belonging is created by consistent conditions, not catchphrases (“bring your whole self to work”).

If this episode sparked something for you — challenged, reassured, or made you feel less alone — I would love to hear your thoughts or stories!

Thanks for tuning in. Keep going, especially if you’re showing up in spaces that weren’t built for you.

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