12 Sep [Part 1 of 3] When Just Being There Isn’t Enough: Cultivating a Deep Sense of Belonging in Your Team
Lately, I’ve been reflecting on a theme that keeps emerging in our leadership and team development work—the incredible impact of feeling truly connected, not just to the work we do but to the people we do it with (teams). Too often, we think of belonging as a “nice to have,” the soft and fluffy stuff and not critical to performance. But what if I told you that belonging is one of the most powerful drivers of team effectiveness?
This blog kicks off a three-part series exploring key drivers of effective teams: relatedness (belonging), competence, and autonomy based on the Self-determination Theory. Over the next three weeks, I’ll be looking at these themes, starting with today’s focus on belonging, then on the next we’ll turn our attention to competence and finally close it off with autonomy.
Research by Deci and Ryan on Self-Determination Theory suggests that fulfilling our psychological needs for Relatedness, Competence, and Autonomy is essential for psychological growth, well-being, and motivation (Deci & Ryan, 2000). In the context of teams, relatedness, or the need for belonging, plays a pivotal role in shaping how team members engage with each other and their work. It’s not just a feel-good factor, it’s a fundamental human necessity that boosts our ability to connect, collaborate, and commit.
Why belonging matters
Belonging is often underestimated in organisational contexts. It’s seen as a secondary concern, something to address after more pressing performance issues are resolved. However, numerous studies highlight that belonging is far from a luxury—it’s a critical component of effective teams.
Research by Baard, Deci, and Ryan (2004) provides compelling evidence that fulfilling the need for belonging significantly enhances work performance and psychological adjustment. Their study, conducted across diverse work settings, found that employees who felt a strong sense of belonging were not only more motivated but also displayed higher levels of well-being and resilience. When individuals feel connected to their team, they are more likely to engage fully, support their colleagues, and navigate challenges with a collaborative spirit “we’re all in this together”.
Maslow’s hierarchy of needs places belonging right after physiological and safety needs, reinforcing its importance as a fundamental human drive (Maslow, 1943). In teams, this translates to feeling understood, valued, and connected—not just as a team member but as an individual with unique contributions to make. This sense of connection forms the glue that holds teams together, especially in times of change or uncertainty.
So, how can leaders and teams intentionally cultivate belonging?
1. Create space for personal connection: Encourage team members to share their stories, values, and motivations, going beyond surface-level interactions to build genuine connections and personally connect to the shared purpose of the team. Purposeful Teams is designed to allow people to establish this vital connection.
2. Build trust and psychological safety: Create an environment where team members feel safe to express themselves openly, fostering psychological safety. Read more on how to build a foundation of trust in our previous blog and cultivating psychological safety here.
3. Acknowledge and celebrate contributions: Recognise both the outcomes and methods of work. Highlight collaborative efforts and individual contributions to reinforce each member’s value to the team’s success and mission. Simple acknowledgements like, “I’ve noticed how you consistently step up during team meetings, bringing in thoughtful insights that really move us forward. Your contributions do not go unnoticed, and they make a big difference to our progress” can profoundly impact how people show up and engage.
4. Model inclusive leadership: As a leader, you need to “walk the talk” and show that you value diverse viewpoints. This is a common thread in most if not all my articles…leading by example! Actively seeking input from all team members, demonstrating empathy, and practicing the inclusive behaviours you wish to see throughout the team goes a long way.
Belonging lays the groundwork, but it’s not the whole picture. The next essential piece is ensuring that each team member feels competent—capable, effective, and equipped to contribute meaningfully. Stay tuned for the second part of this series exploring competence. For more on how we develop purposeful and powerful teams, visit our website, or follow us on LinkedIn.