By Keith Labbett, Managing Partner Osprey Executive Search / AltoPartners Toronto

With 25 years plus in the Executive Search and Advisory business, I have had the pleasure of working with 100s of executive leaders witnessing 1st hand – and often being involved in shaping - their organizations during times of transformation; whether the transformation is leadership transition; acquisition integration; culture change; undergoing an environment product realignment or anchoring DE&I initiatives.

The key to long-term sustainable success of an organization and getting the most out of its people in all of these scenarios (as different as they are) emphasis needs to be on belonging with “shared” objectives not “in common” but “shared”:

In order to achieve this, three elements must be present:

1. Shared Values

2. Shared Vision

3. Shared Purpose (feeling of belonging and understanding WHY they belong)

Much of the above is nothing new to an ever-changing business environment, but as many organizations meet or are getting closer to their DE&I goals, the emphasis on “shared purpose” is crucial for transformation initiatives to be successfully entrenched in the company culture long-term.

It’s time to look at how to make the most of it

How do the different experiences your people have expand and enhance whatever your organization’s goals or ultimate objectives are?

How do leaders best unlock the different perspectives of a diverse organization to create a truly dynamic positive culture?

Diversity brings different perspectives, experiences and ideas, which create a new dynamic and, when done right can be transformational. In today’s divisive climate it can also lead to divisions of people who come from the same background or opinions.

Organizations must work to create shared values and a shared vision for employees, or run the risk of employees easily subdividing into their own groups. Belonging (not just a sense of belonging but why they belong) and ability to contribute is a key element. It is generally human nature to perform better when someone knows they are making a meaningful contribution. Ensure and encourage the availability of quality educational resources for skill development, industry knowledge and leadership training, opening promotion opportunities to all. This can be a powerful motivator.

Many who know me may attribute my positive DE&I thinking to the sports field, in particular “Toronto” Football. In fact, the first time that dynamism of diverse perspectives and the power of “belonging” really hit me was in grade 10 Drama Class within a quite multi-faceted high school. Possibly (because unlike sports or the standard classroom) there was no embedded measure of success (win/lose, pass/fail), rather individual interpretations. This class started with quick skits such as tasks given allowing for individual expression i.e. pretend to be someone you admire or think is entertaining. The end of the first class everyone left the room, with an expanded perspective, respect and strong sense of belonging.

Carry this forward to today.

Hiring leaders who can unify the different perspectives, experiences and skills into shared values, a shared vision with each person feeling a real belonging is essential to getting the most out of your people; this cohesive culture will create/produce many benefits for the organization - not limited to employee retention, production efficiency, healthier work force and other stakeholder satisfaction. While I’m recruiting, simply being told “I love it here” rarely results in change in the organization. In-depth, meaningful work into culture change needs to take place and this must be anchored in the three essential objectives – shared values, shared vision and shared purpose. The great leaders I’ve worked with and studied, who have created the embedded measure of success, get the most out their employees and establish amazing retention rates.

Most leaders are now conditioned to “talk” culture, but it is all too common for this to go no further. To achieve this sense of belonging an individual’s contributions must be respected, if they are not, a determination must be made. Is it because of unrelated bias or are the individual’s skill set lacking or are their Values and Vision not aligned with the organization? A sense of belonging or actually belonging is integral for any individual to be successful and contribute towards a common goal.

Whatever the culture or goals; a shared set of values, vision and purpose, creating a belonging must exist for an organization and its people to thrive from the dynamics of it’s collective experience, perspectives and diversity, beyond simply making a vision statement or meeting a quota.

My global colleagues at AltoPartners recently shared articles that explore perspectives on agile leadership; transformational leadership; and mental health in the workplace as a leadership imperative amongst others.