A sense of belonging has always been important to humans. With changing dynamics in the workplace and increasingly complex leadership issues, the significance of unity and belonging in the workplace is more important than ever. In his recently published book, Belonging Rules: Five Crucial Actions that Build Unity and Foster Performance, author Brad Deutser provides valuable insights and guidance for leaders seeking to create environments where belonging is not just an ideal, but a lived reality. In this article, we explore the core principles outlined in Brad's book to better understand how these "belonging rules" can transform leadership and drive positive change.
The Power of Belonging
Belonging, Brad emphasizes, is not just about diversity, equity, and inclusion but about recalibrating leadership approaches to embrace the human element. Belonging should not be an afterthought; it should be a central component in creating a sense of belonging at work and driving positive change.
He writes that a sense of belonging is a personal choice—it's not for others to determine where we belong.
The Movable Middle
One of the central concepts introduced in the book is the idea of the "movable middle." In a world characterized by extreme positions and loud voices, the movable middle represents individuals who may not be the loudest or most outspoken but who are essential to the functioning of organizations and communities.
This group of people, often overlooked, is vital. They can make decisions for the greater good of the organization, provided leaders give them knowledge and involve them properly. Brad suggests that, by focusing on the movable middle, leaders can create more human-centered leadership and belonging-focused organizations that can navigate the complexities in the workplace more effectively.
Turning into the Power
Brad advocates for leaders to "turn into the power"—to face obstacles head-on, having the confidence to ask difficult questions, and the courage to challenge the status quo. “The power” is not something to avoid; it's something to engage directly. This mindset encourages leaders to have difficult but essential conversations, which often lead to more cohesive and innovative solutions.
“Labels can bring us inside or leave us outside.”
The concept of "listening without labels" is all about hearing what is spoken without judgment while also understanding the unspoken elements with empathy and humanity. Brad shares a personal story of engaging in challenging conversations, including the "Eyes of Texas" controversy, demonstrating how he has approached this concept in practice. The idea is to eliminate labels that can be divisive and to create a space where people feel heard, valued, and understood.
“How does the power of listening without labels help us eliminate these labels from our society? It starts with removing categorizations of good and bad and with assigning positions and titles. They may not necessarily be helpful in understanding each other as humans.”
While purpose is a fundamental concept in organizational culture, Brad suggests that it is just one part of a broader identity. Identity encompasses not only the organization's purpose but also its characteristics, values, and the behaviors it expects from its members. By focusing on identity as a whole, leaders can create a more inclusive and meaningful sense of belonging.
The concept of challenging everything should be seen as a creative force rather than conflict. The goal is not to determine who is right or wrong but to explore different perspectives and stimulate creative problem-solving. Leaders should encourage a culture of respectful challenge and sparring that can lead to innovative solutions and promote a spirit of unity.
“We cannot belong or create belonging for others if we are unwilling to do what is uncomfortable by turning into the power that turns into that willingness to face obstacles in our direct path, that confidence to speak up, and the courage to ask the real question. It includes the ability to recognize the necessity of the challenge and the readiness to do it. This is the power that belongs to each of us. This is where our commitment to belonging begins, not by ignoring or circumventing power, but by turning directly into it.”
Finally, "demanding 100% of the truth" is a call to promote transparency and openness within organizations. Brad highlights the common practice of withholding part of the truth for the sake of consensus. He argues that closing the gap between the truth that is spoken and the truth that is left unsaid is crucial for creating an environment of trust, understanding, empathy, and, ultimately belonging.
Belonging Rules offers a roadmap for leaders to create more human-centric organizations and communities. The principles of turning into power, listening without labels, choosing identity over purpose, challenging everything, and demanding 100% of the truth are vital for fostering unity and performance. By implementing these "belonging rules," leaders can play a pivotal role in reshaping organizational culture one step at a time, driving unity, and promoting positive change.