The #1 Driver of Performance is Belonging
For decades, engagement scores have flatlined. The real game-changer isn’t engagement. It’s well-being.
The foundation of wellbeing is belonging.
“High belonging was linked to a whopping 56% increase in job performance, a 50% drop in turnover risk, a 75% reduction in sick days.” HBR
Belonging is the #1 driver of performance, but only 6% of leaders recognize it. (Read: The Power of Employee Wellbeing)
How Leaders Enhance Belonging
1. Care first. Stop treating people like cogs. Use people’s names. Ask personal questions. Follow up on something they shared last week.
2. See people. Say, “I’m glad you’re here” at the start of meetings. Pair new hires with seasoned teammates. Publicly acknowledge consistent contributions.
3. Loosen your grip. Control kills energy. Ask, “How would you like to tackle this?” before giving directions. Stop approving what doesn’t need your approval.
4. Fuel growth. People thrive when they’re learning and developing. Assign stretch projects and say, “I’ll support you as you learn.” Offer feedback that highlights progress, not just gaps. Share one resource a month—a book, article, or podcast—that challenged you.
5. Lead with humanity. Feelings, not spreadsheets, drive loyalty and performance. Check in with, “How are you feeling about your work right now?” Celebrate effort, not just results. People remember how you made them feel.
Bottom Line
When employees flourish, organizations soar.
Ask your team: “What would make you feel more valued and supported here?” Then, do something about it.
What gives you a sense of belonging at work?
This post is inspired by: The Power of Employee Wellbeing
Not just employees, but when students or parishioners flourish, schools and churches flourish! Thank you, Dan. And I see some helpful principles here for parenting, too.
Thanks, Pete. It’s great that leadership principles have broad application.
Thanks so much for this much-needed post. “People remember how you made them feel” is such an important reminder for all of us (It’s just as important in sales, by the way.) At times, we can get bogged down in “work mode” and lose the human touch. We can treat our people not only like cogs but also like simple chess pieces, but they are human beings—just like us. How am I making myself valuable to them?
That last sentence is uniquely powerful. So often leaders focus on what that expect from others. The deeper question is what I expect from myself. Thanks, Matt
Dan, I’m assuming there’s a key word missing in the following statement at the beginning of your post. Shouldn’t the word “improvement” or “increase” after 56%? “High belonging was linked to a whopping 56% in job performance, a 50% drop in turnover risk, a 75% reduction in sick days.”
You’re right! Thanks, Les.
Love this, Dan. Great reminder about why leaders need to get human, be open, and bring caring to their daily interactions.
Thank you for this blog post. As an individual contributor who does leadership training we talk about this, but so rarely do I see it happen. It is nice to see this concept affirmed by others.