As companies strive to overcome the challenges of modern life, embracing the nuances of belonging can unleash a wave of creativity, collaboration, and resilience. By fostering an environment where every voice resonates, organizations not only elevate individual well-being but also ignite a collective spirit that drives extraordinary success.
At the forefront of this movement is Andrea Carter, a passionate advocate for workplace culture and the CEO and Founder of Belonging First. Her work exemplifies the profound impact that a strong sense of belonging can have, shaping workplaces into vibrant communities that foster both individual growth and organizational excellence.
Extending Beyond Mere Inclusion
Andrea explains that a Belonging First Culture is centered around creating an environment where every individual feels seen, valued, and cared for—extending beyond mere inclusion. This approach is essential for organizations in today’s global economy, where efficiency, innovation, and collaboration are vital for success. In a world marked by social, economic, and political volatility, the need for seamless teamwork has never been clearer.
Andrea emphasizes that a Belonging First Culture is scientifically validated and grounded in five key indicators: comfort, connection, contribution, psychological safety, and wellbeing. These elements address the neuroemotional and neuropsychological needs that drive employee engagement, performance, and innovation, moving beyond superficial inclusion efforts. For instance, when employees feel comfortable understanding their roles and expectations, they are more likely to express their authentic selves and contribute creatively.
Moreover, when teams invest time in knowing their colleagues, understanding their perspectives and strengths, collaboration becomes more efficient, enabling teams to leverage individual strengths in overcoming challenges. Prioritizing psychological safety allows mistakes to be viewed as learning opportunities, fostering an environment where contributions are valued. This culture encourages teams to embrace a “fail fast, succeed faster” mentality, ultimately driving the organization forward.
Unraveling the Threads of Belonging
Andrea reveals that her background in neuroscience profoundly shapes her approach to workplace culture and employee engagement. Throughout her adult life, she has immersed herself in understanding the drivers of peak human performance. While many scholars focused on diversity metrics, Andrea sought to explore the concept of belonging and what truly enables individuals to feel that they are part of a community.
Her research journey led her to realize that the measurement of belonging had not been critically examined from the perspective of individuals within the workplace. This oversight struck her as a significant flaw, as belonging necessitates shared responsibility and accountability among all members of an organization. Given that every aspect of an organization is measured, Andrea questioned why there were no established indicators to accurately assess belonging.
Recognizing that belonging is a crucial factor in the neuroscience of performance and success, her curiosity deepened. She aimed to understand how the sense of belonging impacts workplace culture and enhances employee engagement. In this context, her neuroscience background guided her initial research focus, particularly on how belonging influences brain function and engagement levels, providing a foundation for her mission to help individuals reach their peak performance within their teams.
Creating Healthier Workplaces
Andrea identifies several common workplace culture challenges that leaders face, including employee engagement, managing remote workers, cross-functional efficiency, and fostering a culture of excellence. From a neuroscience perspective, environments that cultivate internal toxic competition, exclusion, or a lack of belonging can trigger the brain’s “threat” response. This response leads to heightened cortisol levels, resulting in disengagement, reduced productivity, increased sick leave, and even aggression in extreme cases.
Moreover, toxic leadership and environments that fail to ensure neuroemotional safety contribute to feelings of isolation and exclusion, ultimately driving inefficiency and increasing turnover rates. Neuroscience research highlights that when employees experience a sense of belonging, their brains release oxytocin, fostering trust and collaboration. Conversely, a workplace devoid of these positive elements perpetuates an unhealthy and reactive state, undermining employee wellbeing and performance.
To address these challenges, the approach begins with educating leaders on the tactics of belonging. By measuring the workplace and identifying statistically significant functions, targeted interventions can be implemented to help transform the culture, creating a healthier and more productive environment.
Cultivating Connection, Creativity, and Collective Success
Andrea emphasizes that a strong sense of belonging profoundly impacts both employee performance and organizational health. When employees feel that they belong, they experience greater comfort and connection to the organization, enabling them to be authentic, take risks, and contribute more meaningfully to their teams. This sense of security directly correlates with higher levels of engagement, creativity, and innovation, as employees are not preoccupied with self-protection or fear of judgment.
From a performance standpoint, belonging enhances individual motivation and fosters a sense of ownership over tasks and outcomes. When employees feel valued for their unique contributions, they are more likely to go above and beyond their job requirements, resulting in improved productivity and team cohesion. Research indicates that teams where members feel connected and valued are more effective at problem-solving and navigating challenges, as trust and collaboration develop naturally.
Mining for Meaning
Andrea began her research in the Canadian mining industry due to a pressing need for employees to enter and remain in the sector to ensure its continued growth. As a key driver of the Canadian economy, the industry has long struggled with a tarnished reputation stemming from toxic workplace behavior and challenges for underrepresented groups. Her study, the largest ever to measure workplace belonging in this field, served as her initial thesis to validate five indicators of belonging and develop foundational tactics for cultural change.
What emerged from her research holds relevance across various sectors: the assessment of identity in the workplace is often limited. Most organizational surveys focus on factors such as workplace engagement, leadership effectiveness, and equity, diversity, and inclusion (EDI) by examining single human identifiers in isolation—gender, race, tenure, age, disability, and LGBTQIA+ status, among others—without exploring the interplay between these factors. This approach typically yields scores that are viewed as “within range” based on baseline standards. However, Andrea’s use of multiplicative analysis revealed a different narrative, one that highlighted the significant disparities in employee experiences.
When she published her original findings, the mining industry largely dismissed the results, believing the situation was not “bad enough” to warrant action, despite ongoing recruitment and retention issues, something common amongst many industries. This response was telling and transformed Andrea’s perspective on measurement. She now advocates for a validated methodology that assesses the overall score, the score for underrepresented groups, and the gap between the two. The goal is to reduce this gap to around ten percent, creating a workplace culture that feels magnetic and energized, ultimately enhancing performance and improving the bottom line.
Cultivating Belonging for Lasting Change
Andrea emphasizes that if organizations start with diversity metrics but fail to create spaces where everyone belongs, they need to rethink their strategy. Simply hiring underrepresented individuals without fostering an environment where all can thrive will lead to high turnover rates and continuous hiring costs every 18 to 24 months. Younger generations, educated in equity, diversity, inclusion, and belonging (EDIB) from a young age, quickly recognize toxic workplaces. Their values have shifted; many would rather leave than stay in a harmful environment.
She suggests viewing belonging as a crucial bridge that connects organizational culture with DEI initiatives. To achieve meaningful change, organizations should prioritize belonging first. When they get belonging right, both the organizational culture and DEI efforts will support and enhance one another, creating a more cohesive and thriving workplace.
Fostering a Culture of Collaboration
Andrea reflects on her experience as a graduate student, noting how often academics felt disconnected from real-world business practices. She recalls writing a business report for Risk and Change Management that seemed far removed from the types of reports produced in the workplace. In her teaching at Adler University, she strives to bridge that gap by providing real-life situations and examples, encouraging students to think outside the box.
Additionally, she values the opportunity to engage students in publishing research related to belonging. By doing so, she not only helps them contribute to meaningful research but also demonstrates the practical application of their studies. Andrea has observed that when students identify gaps or problems and learn how to measure and address them, their value in the workplace increases significantly. Moreover, when they find others who share their concerns and collaborate to solve these problems, they create motivated teams.
As an adjunct professor, her goal is to inspire her students to replicate this process, fostering a culture of collaboration and problem-solving that she finds truly fulfilling.
A Roadmap to Nurturing Belonging in the Workplace
For leaders hesitant to prioritize belonging in their organizational strategies, Andrea offers essential advice to help shift their perspectives and highlight the value of fostering a culture of belonging:
- Understand the Business Case
Andrea emphasizes that belonging drives performance. When employees feel they belong, they are more engaged, productive, and motivated to contribute. Numerous studies show that organizations with inclusive cultures perform better, with higher profitability and innovation. Additionally, a culture of belonging leads to reduced turnover and absenteeism, as employees are less likely to leave a workplace where they feel valued and included. - Recognize the Link Between Belonging and Innovation
Andrea points out that innovation thrives in diverse, inclusive environments. When employees feel safe to express their unique perspectives without fear of judgment, organizations benefit from a wider range of ideas and solutions. Companies with diverse teams that feel they belong are better equipped to solve complex problems and innovate in competitive markets, avoiding the pitfalls of groupthink. - Belonging is a Leadership Imperative
Andrea highlights that prioritizing belonging is a critical leadership function. Employee wellbeing is fundamentally a leadership responsibility. Those who feel disconnected or excluded are likely to disengage, negatively impacting morale, productivity, and organizational health. Leadership credibility is also at stake; employees expect leaders to take tangible actions toward creating an inclusive environment. - Belonging Fuels Organizational Resilience
Andrea explains that organizations prioritizing belonging are more adaptable during times of change or crisis. A sense of belonging fosters trust and collaboration, enabling teams to navigate uncertainty and challenges more effectively. Employees who feel they belong are also more willing to take risks and share new ideas, essential for overcoming complex challenges. - Belonging is an Investment, Not a Cost
Andrea asserts that while some leaders may view belonging initiatives as a cost, they are, in fact, an investment in the organization’s long-term success. Prioritizing belonging impacts engagement, performance, and brand loyalty. Organizations that cultivate belonging internally reflect those values externally, leading to stronger connections with customers and partners. - It’s a Differentiator in a Competitive Market
Andrea notes that in a competitive market, companies that prioritize belonging stand out as employers of choice. A strong culture of belonging not only helps attract and retain talent but also differentiates the organization from its competitors. Employees today value companies with strong inclusionary commitments, and failing to act on belonging can damage brand reputation. - Start Small, But Start Now
Andrea encourages leaders that belonging is not an all-or-nothing initiative. They can begin with small, manageable steps that fit their organization’s current capacity, such as employee listening sessions or unconscious bias training. She emphasizes that small changes can have significant ripple effects on culture. Leaders should focus on making consistent progress rather than attempting to implement everything at once.
Quest for Insight in the Shifting Tides
When it comes to staying updated on the latest trends and research in industrial and organizational psychology, Andrea engages in a multifaceted approach. She reads extensively from a variety of sources, ensuring she includes content that presents counter perspectives. To be well-informed, she recognizes the importance of avoiding singular, reductive views.
Andrea prioritizes academically sourced and validated content, followed by reputable media sources. She dedicates a considerable amount of time to dialogue with businesses to understand their needs, while also analyzing trends based on social media. If a particular topic is trending, she seeks to deepen her understanding through academic research and then investigates what is actually happening within organizations.
With her experience across multiple sectors and organizations, Andrea feels privileged to access valuable information that allows her to meet people where they are and collaborate on growth.
Transforming Numbers into Cultural Insights
Data plays a crucial role in driving cultural transformation, and Andrea emphasizes its immense importance. However, she highlights a significant caveat: the effectiveness of data depends on who is collecting it and how it is being analyzed. She advocates for hiring individuals who understand data through intersectional lenses to mitigate bias and uncover insights beyond what the ingroup perceives.
Andrea believes that without delving into deeper multiplicative analysis, organizations may overlook existing gaps. She stresses the need for organizations to examine data and question trends through these intersectional perspectives, as this approach can lead to more informed decision-making and a more comprehensive understanding of workplace culture.
Envisioning a Brighter Tomorrow
Looking ahead, Andrea has ambitious goals for Belonging First and aims to make significant contributions to the future of workplace culture. Although she has been a consultant for nearly 20 years, the Belonging First methodology was published in 2022 and its reach is still in early stages. As a data-driven scientist, she wanted to ensure that her approach was viable and replicable across various markets, which she has now proven effectively.
Reflecting on her journey over the past three years, she is astounded by what she has achieved as a woman with two neurodiverse children. She has witnessed firsthand how employees crave this kind of work, and it brings her immense joy to see engagement come to life. In the coming years, Andrea plans to expand her firm by applying her replicable methodology and the progress she has made within organizations to broader contexts.
She is also set to publish her book on belonging in the workplace in 2025, with the hope of continuing her contributions to academia and advancing research in effective workplace practices. Andrea deeply values the privilege of this work, finding fulfillment in being of service and helping individuals achieve their personal excellence and workplace goals. She often jokes that she will be 80-plus years old, still teaching and consulting, and delighting in meeting people where they are so they can become who they are meant to be.