Capital H: Season 5, Episode 3 July 2020
L CA AL H Belon in : rom om ort to onne tion to ontribution
Belonging: From comfort to connection to contribution
Hosts: Burt Rea, Managing Director, Deloitte Consulting LLP Jeff Schwartz, US Future of Work leader, Deloitte Consulting LLP
Guest: Bob Gibbs, Mission Support Director, Nasa Juliet Bourke, Diversity and Inclusion Consulting Practice Leader, Deloitte Australia Christina Brodzik, US Diversity and Inclusion Leader, Deloitte Consulting LLP
Burt Rea: Welcome to the Capital H colleagues. They should feel connected to Jeff Schwartz: Bob, thank you for joining podcast, where we explore the topics the people they work with and the teams us today. I’m excited to be able to catch and trends that focus on putting humans they are part of. And they should feel up with you again, and today to talk about at the center of work. I’m your host, Burt that they contribute to meaningful work belonging, which is part of a broader trend Rea. As you know, we’ve been unpacking outcomes—understanding how their unique that we’ve been looking at for several years our findings from the 2020 Global Human strengths are helping their teams and their around employee engagement, employee Capital Trends survey, and an important organization achieve common goals. To tell us experience, and now belonging, and topic we’ll be covering today is belonging. more about this concept, I want to introduce what’s happening at NASA. Let me start by We’ve broken down belonging into three Jeff Schwartz, a principal in our Deloitte congratulating you and the NASA team on mutually reinforcing attributes: comfort to Consulting Practice, and Bob Gibbs, mission the recent launch of the NASA SpaceX rocket connection to contribution. Workers should support director for NASA. that took off recently carrying American feel comfortable at work, including being astronauts up to the space station. treated fairly and to be respected by their Capital H: Season 5 | Episode 3
Bob Gibbs: It was pretty cool, right? core competencies of our organization that Bob: Yeah, I think it’s really important. There’s makes us successful as we go forward. one small distinction I would make with the Jeff: We were very excited to see that. So comfort. When we talked about making congratulations on that to you and the There’s always the great historical story of employees feel like they’re treated fairly, and NASA team. when JFK asked a janitor what was he doing. I think it’s to actually treat employees fairly. And he was saying, “Well, I’m helping us get I think leadership at NASA holds each other Bob: Well, thank you very much. Thank you to the moon.” And he kind of went through accountable for the way we treat, not only our very much. his contribution to the mission. That story employees, but each other and everyone that has become a little bit like fable. But I will tell works on the mission. Jeff: And we know, and hopefully we’ll be you from my experience at NASA, it’s in the able to touch on this today, that you’ve got bloodstream of everyone in the organization, One thing that’s a little bit unusual about some incredible missions you’re focusing right? We have leaders that are committed NASA, and you saw this on the launch on at NASA, including the Artemis mission to their employees. We have employees that on the 30th through Dragon. Remember and hopefully, we’ll be able touch on some are engaged and committed to the mission. that NASA is only about one-third federal, of these topics as well. There’s a lot of things And that sort of an arrangement, that sort two-thirds private, international partners, going on in the world, Bob. But just to start, of structure is very successful sort of going and contractors, so we have an unusual before jumping in, can you just take a second forward for all the things that we do and the composition of team. But we treat everyone to introduce yourself, talk a little bit about reasons why we do it. fairly that’s on that team. I think we all have to your role at NASA? be pulling on the rope in the same direction Jeff: Bob, when we talk about belonging, and in order to achieve some of the impossible Bob: Sure. Happy to do it. And Jeff, it’s great belonging was one of the top two trends in things that NASA sets out to achieve. to talk with you again as well. My name is Bob our 2020 Trends report this year. The top two Gibbs. I am the mission support director for trends were well-being and belonging. I like I think it’s incredibly important that you NASA. For context, all of NASA is divided into to point out to my colleagues that they were structure a work environment where people five missions: human exploration, science, statistically significant, but there is a tiny razor can feel comfortable being themselves. Our technology, and aerospace, and I’m the fifth edge on well-being over belonging. But these mission is very demanding. The science mission, mission support. Everything that’s are two very, very powerful trends. and technology that we use is somewhat not program- or project-related that’s one unforgiving. We have to get the best from of the other four missions, falls under the When we unpack belonging in the research individuals on a regular basis in order for us auspices of the mission support directorate, that we’ve been doing, we’re looking at three to achieve our mission. People not only have my organization. And so, yes, we were super interconnected dimensions, if you will, of to be comfortable at work but they have to excited about the launch on the 30th with belonging. We talk about three C’s. We’re be comfortable bringing their best to the SpaceX. It was a great moment, I think, for the the consultants, Bob, so this is the way we workplace every day. nation and for NASA. It was pretty cool. try to organize the world. And we talk about comfort, connection, and contribution. And For me, contribution, it kind of builds from Jeff: Fantastic, Bob. Let me just jump in. You many organizations focus their efforts on there. In order to be successful as an work for an organization that is uniquely belonging, really around the first C, comfort, organization, we have to have the best from known for its ability to foster an amazing making workers feel that they’re treated fairly individuals, and they have to feel the ability culture, and an amazing culture of belonging and they’re respected at work. We also think to contribute. I’ll give you an example, in the as well. You’ve got an astonishing low attrition it’s critical for individuals and workers to feel latest COVID-19 response. Within a period rate. I think it’s about 3 percent. Maybe it’s connected to the people they work with and of two weeks, we had over 250 ideas from a a little higher, a little lower. But when you’re obviously to the teams that they’re part of. NASA employee workforce about, “Hey, here in the low single digits, you’re in a unique Also, the importance of individuals feeling are some things that NASA could do to help position. Around that, let’s just get started. that they can actually make a contribution, the nation.” Our engineers and scientists out How would you describe organizational that their work is meaningful and that there of the jet propulsion laboratory were able belonging at NASA, and the impact that it has are meaningful work outcomes, and that they to create a ventilator that went through all on the organization and the teams that you can see how their personal strengths are the approval process, which didn’t compete work with and that you support in mission advancing common goals. with the private market but supplemented support? it with a higher pressure ventilator that Can I ask you to talk a bit about some of the was shorter in duration that could help the Bob: That’s a great question, Jeff. I would tell steps and measures you’re implementing noncritical cases and relieve the stress sort you that without that sense of belonging, and have implemented at NASA? How are of on the rest of the healthcare system. This without that sense of commitment to you cultivating these three levels: comfort, was basically the brainchild of a couple of mission, NASA, as we understand it and as connection, and contribution? engineers who worked on their own time to it exists today, couldn’t exist. It is one of the come up with this sort of a thought process
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and were able to get that through all the and for me, the two-thirds that are not that we never have. But it’s the opportunity testing regimen and start building prototypes NASA employees but are also making that to discuss problems and collaborate, and within 30 days. contribution and connecting to the mission? find new ways to solve these things and to bring different thinking to the problems that We also developed a way, something called Bob: Yeah, it’s, I guess, how you approach the present themselves. ambu-stat, which is a way to disinfect problem. There’s probably some core DNA small volume spaces like ambulances in that runs through the entire NASA family, if It’s a little bit different. Isn’t something that a very efficient, effective way. Along with, you want to use that term; that is, the people you would sit out and develop a project plan we designed PPE. We started building PPE, who are biased towards action and want to and an execution schedule for the project positive pressure helmets and things, which solve problems, the hardest problems that to solve, but it’s looking for that opportunity. would also help our healthcare workers. can be presented. And it doesn’t matter if And it’s, I think, some of the foundations, But all of that happened, it wasn’t directed you’re working for a contractor or working Jeff, are very simple and straightforward and from the top, it was from employees who as a member of the core federal team or that’s leaders that truly care about their folks. felt engaged to the mission. They felt they a sub to another contractor or whatever You can’t fake it. You got to be genuine. You could contribute, and they felt inspired to it might be. It’s a very interesting dynamic got to be authentic. You got to be who you contribute. And that’s just one very when you’re trying to pursue the very, very are, but you have to care about your folks. small example. toughest of problems, right, that the nation You have to care about the mission. And I has to face, returning humans to space and think those are some of the basic principles A lot of times in transformation and other then exploring further beyond that. allowing contribution to come forward. principles and other things that we work on at NASA, we have a principle called best idea And I think you have to have purpose. I think Jeff: Bob, I think that’s right, but I think you wins. It doesn’t matter where you sit in the people at NASA identify immediately that also struck another chord earlier in our organization, if your idea is better than the not only do we have a great mission, but it’s conversation. I wanted to come back to it. We one we’re pursuing, let’s take a look at that. a mission that has meaning. If you look back are, obviously, at least when we’re recording Let’s see if that has legs. Let’s see if that and you kind of look at sort of one of the core this, we’re recording this in the middle of a has merit. values of NASA, you’re talking for the benefit healthcare pandemic. Hopefully, we are at the of all, whether it’s science or exploration or end of the middle of a healthcare pandemic. Jeff: Wow, I love the stories. You and I have inspiration. All of those things, all those core Hopefully, it is the wave, not the first wave, spoken several times over the last couple of values, it is really for the benefit of all. And I but we are in a global healthcare crisis. And years, and I am always fascinated to hear the think that resonates very strongly with our the COVID-19 pandemic has actually helped stories that you tell about what’s happening workforce and allows them to feel like, “You us sort of witness how organizations are at NASA. And in particular, one of the themes know what, I can contribute. I can contribute using contribution and using belonging as that you spoke about today as well is the role to this mission. I can contribute to us getting part of the strategy to get through this. And of mission. And also how mission is measured back to the moon.” I just wanted to come back to something and comfort is measured, not just on how that we touched on a few minutes ago. The people feel, but also on how people make Jeff: Bob, I think you’re capturing some of the mission of NASA has something to do with other people feel as well, so both sides of key themes that we’ve been exploring this space exploration and human scientific this equation. year around belonging. We started by talking exploration beyond the earth itself, and about comfort as a foundation and then you can correct me on that. But yet when One of the things, and you’ve mentioned it moving through connection and contribution. we spoke a few minutes ago, part of what a few minutes ago, that is not only unique I like the way that you put it that part of the you talked about were the contributions but I think a very powerful story that we responsibility here for organizational leaders, that NASA engineers and scientists were can leverage from your experience at leaders at NASA and other organizations, is making, not directly related to the science of NASA, as you mentioned, about a third of to actually create the opportunity to make a humans in space but humans on earth, and the workforce is federal and two-thirds are contribution, and to create an opportunity you’re creating space for that contribution commercial and international partners. We’ve where people can create a meaningful as well. And I think that’s a very interesting been talking for the last few years about contribution. Is that a fair way to play opportunity for us to explore just for a what we call the open talent economy, the that back? couple of minutes. Let me ask you to hybrid economy, on and off balance sheet comment on that. talent. Can you just give an example of the Bob: Yeah, I think so. It’s interesting because kind of thing that you’re doing at NASA it seems to come about as a natural course Bob: Yeah. There’s some great public-facing to help the mission and contribution and of events. It isn’t like we sit around as a websites, NASA at Home, and some others belonging resonate both for the third of the leadership team and saying, “Okay, we’re that you can see all of the things that have workforce that are NASA employees and the, going to create these opportunities for come about that impact our lives on a daily more interestingly for many of our listeners contributions.” Those are the conversations basis that have come out of NASA research,
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our science, our engineering, all of our give either a CEO or an executive leadership they need to transform. They need to do efforts. And we’re now talking about doing team or a head of HR on how to think something different. research in a microgravity environment about and really promote belonging and aboard the IS test, where we might have the contribution in their organization? Jeff:I’m going to summarize a little bit ability to clone and replicate organs in a zero and then ask you a final question or two. gravity environment exploiting that platform Bob: Yeah. That’s a great question, Jeff. I The discussion we’ve been having, first of that is the international space station to do would say, let me give you a big idea, then all, thank you, Bob, incredibly helpful and something that we have never been able to something a little smaller and more tactical, insightful. Certainly for me, and I’ve been do before in science. maybe less obvious. First the big idea, the working on the Trends Report for 10 years one that I found to be the most impactful and this report for the last year. You’ve talked A lot of things like that that come out of our in my life, my professional life, is assuming about a few things in the last few minutes. research, that we’re able to apply in different positive intent. I think we may have talked You’ve talked about really knowing your ways because the basics or the principles about this previously, but let me kind of, business and knowing your processes and apply in different ways. And that is always just at its core, what it is when you assume having a granular understanding of what encouraged. Our understanding of the earth positive intent. You assume the people you’re trying to do. It’s very, very powerful. and our climate and all of the things that we you’re working with are working on the If you don’t know where you are, it’s hard face, that is part of our mission. Inspiring the right things for the right reasons. There’s no to figure out where you’re going as well. I’m next generation of scientists and engineers, hidden agendas. There’s nothing behind the totally with you on that. that is part of our mission of the things that scenes. Walk into the meeting, walk into the we’re responsible to do. discussion about assuming positive intent. Bob: One hundred percent right.
It isn’t always just really cool launches I will tell you if you are willing to embrace this Jeff: And you’ve talked about crafting the and rockets. It’s science that changes our concept, it can entirely change the way you opportunity for contribution and this very understanding of man in our environment. look at work, the way you look at your work powerful idea of assuming positive intent. It’s technology that changes the things life, the way you look at your colleagues. I guess my question, Bob, is thinking about that we’re working on. It’s working in the I see it play out every day at NASA; and this from your perspective at NASA but also aerospace industry. That first A in NASA is for leadership holds each other accountable for what you’ve seen in other organizations, aerospace, it’s for aeronautics. Those things assuming positive intent. I think it’s incredibly where’s the friction? What are the struggles that we do that we’re helping commercial important. It’s one of those little things that’s that you’re seeing? Are there some lessons airlines and others with and trying to advance enormous, I guess, is the way I would put it. learned from challenges that you can the art of flight in this country and others. I share with us as we’re moving through the mean, there’s a lot of things that go on On a more tactical level, I get asked quite conversation? far beyond the scope of just walking on frequently about, “Hey, we’re trying to the moon. transform. We’re trying to do X, Y, or Z. Can Bob: Yeah. Another great point. I would say you take a look at what we’re doing? Can one of the bigger challenges, one the biggest Jeff:Bob, the work that you’re describing at you give us some advice?” And I would tell hurdles, is an internal hurdle that we all must NASA and the culture and the thinking that you most of the organizations that I have face, and you’ve got to be comfortable just you’ve shared with us about belonging, I a discussion with, they fail on step one, knowing when you’re wrong, admitting when think is very exciting. Is there a page that you which is really, and I mean, really knowing you’re wrong, admitting when you don’t know can sort of take out of the NASA culture and your process. Really understanding your something. For a leader to admit that they belonging manual? If you were to rip out that baseline. How is work getting done today? don’t know something, they feel like they’re page and say, “Here are a couple of things What are your opportunities? What are your exposing themselves or showing themselves that I would really suggest, whether you’re challenges? All of the things. What’s your to be vulnerable. And I guess on some level leading in a public sector, mission-driven cost? I mean, broken down into discrete they really are. But I would tell you that being environment, or whether you’re leading in a steps within each process, within each willing to own up to mistakes and being willing commercial environment or a not-for-profit business line. to have an honest conversation and say, “Hey, environment.” What might be on that page? look, you know what, I didn’t get this right, but What would be sort of your shorthand? And If you want to transform, if you really want let’s figure out how to get ourselves back on it’s an unfair question, but we’ve known each to change the way you’re doing business to track and then move forward from here,” I other a little bit, Bob, so I’ll ask you a hard try and leverage opportunities or respond to think that makes it safe for other folks to fail, question. I know you’re up for it. What would challenges, that first step, that is everything. to make mistakes, and to own up to those be a couple of nuggets of advice that you That is foundation. That is foundation, not mistakes, and to learn from them. would give? Especially right now, so much only for your progress, but how you measure going on in the world, what advice would you progress. A lot of organizations know
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Jeff:Bob, I think that’s powerful, the Jeff:Thank you, Bob. Good luck to you. on sort of where we’re at as we’re thinking importance of honesty, the importance Good luck to the team at NASA. You are about belonging and how the discussion and of directness, the importance of humility. an inspiration, the work that NASA does. the conversation is really evolving. As you You didn’t use that word, but that’s what This has been a great conversation. We mentioned, in this year’s trends report, the I heard in what you were describing. And look forward to sharing it with our Capital tenth trends report we’ve done for human I know one of the things that we’ve talked H podcast listeners, and we wish you well. capital trends around the world, the top two about, and we’ve discussed with clients and Thank you. trends were the trends around belonging and organizations in the US and around the world the trends around wellbeing, which is very is the relationship between failing fast and Bob: Thanks, Jeff. Take care. interesting. This was data that we gathered, learning fast. And the emphasis is on the last of course, in the last quarter of 2019 and it’s part, right? There is failure. What’s rare is not Burt: Thanks so much, Jeff and Bob. That was obviously, at least to me, interesting to see failure. What may be a little bit too rare is the really great insight on NASA’s commitment how these trends and these issues have ability and the capacity of team leaders and to creating a work environment that keeps played out in 2020 and how they’re going to enterprise leaders to create environments everyone accountable and drives toward a continue to play out. in which you can do that learning. And mission together. Next, I’d like to introduce that really goes back to the heart of what our roundtable featuring Deloitte’s human I’ll start by summarizing it this way. We’ve we’ve been talking about, about comfort, capital leaders. First, we have Jeff Schwartz been looking at issues related to, and I’m not connection, and contribution. again, a principal with our Deloitte Consulting even sure what to call it, so I’m really going Practice. Next is Juliet Bourke, our Diversity to defer to Juliet and Christina to help us Bob, any final comments as we’re discussing and Inclusion Consulting Practice leader for figure out how to even have this conversation today sort of the importance of belonging Australia, and finally Christina Brodzik, our US because it is shifting in front of us, or at and contribution as a trend? Again, this is Diversity and Inclusion leader. least that’s what I’m observing. Over the last 2020. I like to say it’s always fun to do things 10 years, we’ve looked at diversity trends, in a year that ends in zero or five. This is Burt: Hello, everyone. We’re back and thank inclusion trends, now sometimes I think we’re sort of a big year. We can think about the you for joining. We have an esteemed round beginning to think of them as equity trends next few years. I know for you all at NASA, table to discuss the topic of belonging. as well. We’ve been looking at the evolution among other dates, it’s 2024 for the Artemis I’d like to introduce you, starting with Jeff of employee engagement, of employee Project. But as we’re thinking about what’s Schwartz. Jeff is a principal with our Deloitte experience and the integrated experiences coming up in the next few years, sort of any Consulting Practice, and he focuses on that workers have and how our personal lives final observations you can share with us on the future of work, as well as leading our and our business lives are coming together. contribution and belonging, and what you’ve marketing eminence and brand for the US. been able to lead in running mission support Welcome, Jeff. Juliet Bourke is our Diversity The way we summarize this trend is we at NASA. and Inclusion Consulting Practice leader for try to capture three different aspects Australia. Welcome, Juliet. of belonging that are playing out in an Bob: Yeah, I think it has to start with sort interesting dynamic. We’ve talked about of your connection to your people. It has to Juliet Bourke: Hello. belonging from the perspective of comfort, start with your connection and engagement creating an environment that people feel to the mission. At the end of the day, it has Burt: And Christina Brodzik is joining us safe, that they feel that they can be authentic, to be a mission that matters and a mission as our US Diversity and Inclusion leader. creating an environment where people are that has meaning for individuals. It has to do Welcome, Christina. not only comfortable, but also can make with treating individuals with respect and connections and this really builds on the understanding how can we get the best from Christina Brodzik: Hello. discussions we’ve been having for the last them, expect the best from them? And they few years, connections to people, to groups. have to expect the best from me as well. It is Burt: So, we’d like to talk maybe to this idea And then we talked this year about moving a social contract of sorts. of belonging, and I’d love to hear from each of in a trajectory and combining comfort, you, what does that mean for organizations connection, and contribution. In today’s world, I think if we can find a way today? And Jeff, maybe I’ll start with you to work with each other and assume positive because it really was the top trend in our By contribution, what we were trying intent as we go forward, I think it can be a recent human capital trends report. What to capture is it’s not just creating a safe very powerful tool for everyone to find some does belonging mean to organizations today? environment, which is critical, and it’s not common ground. Anyway, it’s been a great just creating an environment where we’re conversation. Thank you so much for having Jeff:So, Burt, let me start, and I’ll be really connected, but it’s also about creating me, Jeff. It’s great. I love what you guys are interested given what’s happening in the environments where people feel that they working on. world to have a conversation and really can contribute, that their contribution as an push our discussion with Christina and Juliet individual is recognized, that they can play
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different roles and make different kinds of people feel a sense of fairness, equity, Juliet: I would agree with that. I think contributions. That was really the platform respect, just participation. “I just got a chance that’s right. that we introduced, but that was thinking that to play.” The second level is that one around we really developed in 2019, so I’m very keen value and belonging. That third step that Burt: Yeah. So absolutely see the importance to hear some perspectives from Juliet and we were talking about, and Jeff, you called and critical value of this to the individual, to Christina on this as well as we’re it “contribution” is absolutely about people be part of something bigger than themselves, getting started. feeling safe to make a contribution, this idea to be respected, to be valued, to have a of psychological safety. In fact, people feel context, to make a contribution. Flip it around Burt: Yeah. Juliet, let’s hear from you. In such a high level of inclusion that they can for us. And Christina, starting with you. What terms of your perspective and the work that really test the boundaries, put things into the is the value to the organization? Why should you’ve been doing around diversity, inclusion, mix, which are different to other people, and organizations be concerned or want to a sense of equity, belonging seems to really that’s what psychological safety is. You can facilitate this sense of belonging, this sense resonate with those objectives. How are speak up, have a different point of view, and of inclusion? you seeing the connection, and how are you won’t be ejected from the group. you seeing organizations’ inclusiveness and Christina: It’s not only good for the diversity objectives tie into this idea So, the first level, sometimes people worry individual, but it’s good for the team, and of belonging? about it because their inclusion is contingent it’s good for the organization as a whole. upon them being the same as everyone else, And we do cover this a little bit in our trends Juliet: I think what people are looking for whereas the highest order level of inclusion, chapter on this. When people feel a sense is two things. I think they’re looking to feel this sense of contribution, is that you can be of belonging, they start to have a greater valued as an individual and valued for all very different, bring different things to the connection to the mission, and you start to of the unique skills and capabilities and table. So, I think we’re just using language in see their job performance increasing. When experiences that they have. Then the second different ways. As I say, around the world, people’s job performance is increasing, aspect of it is this sense of belonging, and different language resonates with different they’re happy. They don’t take sick days. They that is that they feel a sense of connection people, and there has been this sense that don’t want to leave. They’re excited to come and appreciation. What the trends did for maybe diversity and inclusion is a word that to work. So, these are the types of things that me this year is highlight the people want that we need to move on from. But belonging is we want to see as an organization. These as individuals with the people around them, actually a central concept within a broader are the things we want from our people but they also want it to a higher purpose, concept, I think, of inclusion. and for our teams. So, to me, that’s why an particularly during this period of COVID organization would care. It goes beyond just when people are feeling so atomized, so Burt: Yeah. So, Christina, I’d love to get being the right thing to do for our people, disconnected, so dislocated, that they’re your thoughts on this. How do you see the to being something that actually drives and looking to connect with something that is concept of belonging expanding our thinking impacts our organizational performance. bigger than themselves. So, I think we can around diversity, equity, and inclusion, or is it think about inclusion at two levels. One is something that’s always been there? Burt: I think that’s really clear. Jeff, in that individual level to the people around you your experience in working with different and the other is to a larger, let’s say noble Christina: So, I do think, I echo what Juliet organizations, different clients, what purpose. Does that make sense? had said. I think of belonging as something are some of the ways that you’re seeing that’s always been a central part of inclusion, organization successfully create this sense of Burt: Yeah. I know in the trends, we’ve but what I can say is that we’re seeing it belonging and inclusiveness? What are some talked about this idea of paradox and how evolve to a new level of importance. So, tips and tricks? seemingly conflicting ideas actually can come given all that’s going on around us within together to bring a sense of strength and the world, the volatility we’re seeing, how Jeff: It’s interesting because I think we’re at resilience to an organization. So, this idea polarized people are, people are looking to a moment, we’re recording this in July 2020, of belonging contrasted with diversity and work as, their workplace as a place where and we’ll release it sometime in the next few that we are stronger together because we’re they can find a shared purpose, shared weeks, so it’ll come out late summer, or mid- each bringing our authentic selves to our values, everybody working together for a winter in Australia, Juliet. experience. We don’t all have to be the same mission. They’re looking for a different level to have that common purpose. of support, and they’re looking at their team Juliet: Thank you. Very culturally for solidarity. So, I think while belonging has sensitive there. Juliet: So, I think when individuals think always been a part of inclusion, it’s taking on about inclusion, and I know Jeff, you were a new level of importance and people are Jeff:So, this is a global report and one of the struggling with trying to conceptualize this. really looking to belong more maybe today things you were talking about earlier, Juliet, is It’s the very first level, that first step, is where than ever before. how there is a language question here, and
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there was some social and political questions Juliet: There was a piece of work that we did person the way that other person wants to that we’re grappling with as well. And what’s about two years ago now, which was called be dealt to. It’s reforming the environment so interesting to me about how companies are the diversity and inclusion revolution, and that everyone gets a chance to participate to doing it and how organizations are doing it it identified eight powerful truths. And one their full potential. And it’s not being a leader is there’s two parts to this discussion, and of those powerful truths was that this is a that thinks that my key role is just managing I’ll summarize them, and I really want to get culture reset, so therefore it goes to sort of the numbers. Your key role is interpersonal input from Christina and Juliet. core. Whereas we have often talked about within your organization. And as Jeff said, it’s diversity inclusion as if it’s fringe. And so, it’s sort of extra person, if I can say that. It’s part We did this survey, as we’ve mentioned, at super interesting that it actually is kind of of being a social enterprise. It’s seeing your the end, the fourth quarter of 2019. And I number one trend with wellbeing. organization as part of a community fabric, think that there was a realization when the not as itemized. economy was somewhere between pretty The second thing is that leaders themselves good to very good in many parts of the world, have basically outsourced their responsibility Burt: I am fascinated by this topic, and not all parts of the world. That focusing to employee resource groups or to HR, but it makes me think that there’s been on the human dimension of work and the not really considered that it’s something an epiphany among individuals and workforce was very, very important. That to that they need to embrace. And for me, the organizations that creating equity, creating get to a level of sustainability, and I’m talking pivot when I’ve been working with different inclusiveness, creating belonging, doesn’t about human sustainability, as well as climate organizations, and I’m sure this is true for just mean creating belonging for me, sustainability, that we really needed to focus Christina as well, is when we’ve had the whoever me is, within an organization or on belonging and wellbeing as part of our chance to work with leaders on their own within a society. I’m now no longer satisfied thinking in our business and organizational kind of behaviors and mindsets around for my own personal sense of inclusion strategies. That to both be productive and this. So, of all the, we identify kind of eight and personal sense of belonging, which of innovative and creative, we really need to things that organizations could do, they course, if I’m part of a majority population, bring the entire workforce to the table. go to thinking about your vision and your that’s easy to feel included and that I belong. strategy and thinking about the metrics that Where I think we’re seeing a sea change The other piece, though, is we’re in a moment you use and processes and policies, the is individuals recognizing that they’re not now where questions about belonging and most impactful is actually building inclusive satisfied until others around them feel a equity are being very openly discussed leadership capability. sense of belonging, feel a sense of inclusion. across societies, obviously with business And Christina, I’d love to get your thoughts leaders and with community and government And we know that, we can see it from the on that. How are you seeing that light switch leaders. And this is where I think there’s stories. And I think in the Human Capital change in organizations realizing that, “Wait an opportunity, and I’m excited about this Trends report, there is a story there about a minute, belonging means more, inclusion discussion, because what was a leading trend Gilead Sciences and the way that they have means more, than just my feelings. It’s about in 2019 and 2020 could be an incredibly been able to be much more collaborative others also”? critical trend for business and organizations and impactful. And, indeed, talking to the in society in the next couple of years. managing director, Andrew Hexter, they are Christina: So, I would say that I’m super one of the companies, as you may know, that energized by the change that we’re seeing, Burt: Yeah, absolutely, Jeff. I keep reflecting have been first to market around clinical trials that people are finally having this “aha” back on the structure of the trends and why for a vaccine for COVID-19. And he attributes moment, because I think for too long people a particular topic is ranked. And that is the that to the work that they did on inclusive have looked at belonging and confused it gap between the importance that survey leadership because he said it got them to maybe with conformity. We have cultural participants placed on the topic and their behave in a different way towards each norms, this is how we behave here, and if self-perceived ability to deal with and address other, and really bring out the best in each you would just conform, if you would just that topic and, of course, a high degree of other. Psychological safety, as I was talking act that way, then together we will all belong. importance and a low readiness to deal about before. So yeah, a focus on leadership, And I think it’s just been really recently that with it, characterized creating a sense of people’s individual capabilities, means that people are starting to see that that’s not belonging for employees and dealing with they’re taking ownership and accountability really belonging. So how can I create a safe this in an inclusive way. To continue the line for the diversity and inclusion story and not environment? How can I invite people to of question, Juliet, what are you seeing as outsourcing it to someone else. And then truly feel safe and bring all parts of their self guidance, as best practices in organizations there’s this magnified impact, because I to work? And the other thing I would say too that you’re working with, or on closing this think you’re right, Jeff. This is actually part of is I do empathize with organizations who gap of creating belonging, creating inclusion? an integrated value, and that is, these are are new to this journey and they struggle to just fundamental interpersonal skills. That’s say, “Well, where do I get started?” And so, what being inclusive is. It’s dealing to another if I could offer a tip or trick for anyone who’s
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listening who feels that way, I would say that to the organization. I think we’re starting and as a society, it’s going to be up to every there’s so many tools out there. to talk about, and we’ve touched on in this single one of us to just keep pushing it back discussion, that there is a societal and a to the front. The first place to get started is just to ask. I social and a political dimension here as well. would say, ask your employees, and I’m not And one of the opportunities that we have, Burt: Juliet, thoughts? talking about a survey or something that especially in 2020 and 2021, as these issues formal, but there’s all kinds of collaboration are moving to the front burner, hopefully Juliet: I think there is a moment for leaders tools out there that we could use where you they will stay on the front burner, is to really to do some deep self-reflection on their own can post a question and say, “How are we push ourselves to open up these questions positions of privilege and recognizing that feeling today on belonging? Are you feeling much more deeply and in much more where we all get to is, to some degree, our like you do belong or you don’t?” And if you meaningful ways. And I think the challenge for capability but to others are privilege and luck. are saying that you don’t, next question, “Tell us as business leaders sometimes is we get And once again, as I say, not outsourcing me a little bit about what you need? What defensive. When we start listening to whether it to HR or a program, what can we do on could we be doing differently?” And you can it’s our employees and our workforce and the side? But what do I need to do to lead use the functions where people vote up or the members of our communities and our differently? And when I say lead differently, vote down, you’ll start to see the crowd trend customers, and we hear their perspectives, I don’t just mean the grand gesture, which and let the people tell you. So, if you’re out we very quickly want to go into what I would is standing up at the town hall and sort of there thinking, “I don’t know where to get call a defensive mode. But we have this extolling the wonderful things that we are started,” to me that would be a place to get program and we have initiative and we’re doing in this organization. But what I do mean started, a really practical place. trying to do that. is the small things that those leaders are doing. And when I speak to leaders, they were Juliet: I want to build on that because I And if I could be so bold as to sort of ask saying, “I’ve really done some reflection and think the other side to that, Christina, and I both business leaders and organizational I’ve thought, you know what? I’ve never once absolutely agree with you, is that you can also leaders and individuals for a takeaway, spoken about racial diversity. It’s not been on ask people, and I regularly do this, “What are it’s, what else can we do? And I would be my lips. I’ve spoken about gender, I’ve spoken the small acts of inclusion that you’re seeing interested, Christina, for you and Juliet, to about LGBTI, but I’ve never really spoken around you?” And you really want to celebrate sort of share some perspectives on, how do about that, and I need to. I need to step up and amplify those because people are doing we keep that energy up and how do we keep and say, ‘I don’t know enough.’ Or, ‘I need to,’” good things every day. this discussion on the front burner versus as Christina said, “‘ask other people questions sort of back sliding a little bit to, “We’ve got a and seek their answers.’” So I think that the Burt: Wonderful, wonderful. program for that. Let’s move on”? pathway to change starts from each person as an individual and that person using their Jeff:Let me pick up on a couple of themes Christina: Well, I would say, I think we positional power or their influencing power to that we’re exploring in this belonging need to support each other, and we need encourage others who haven’t done that self- discussion. One of the questions that we’ve to be very intentional that when you start reflection to say, “Well, here’s what I’m doing. been discussing is the dynamics of belonging to feel that drop within your team or your What are you doing?” from different perspectives. And this year’s organization, that somebody brings it back report is all organized around paradoxes and up to the surface. I think it’s just going to Christina: I agree. And I would also say, it paradoxes as a way forward. And when we be so important that we keep at this until it sometimes becomes overwhelming when we started talking about some of the trends in becomes part of the organizational fabric. think about all that has to be done. But I just purpose including belonging and the trends I would love to see a future where it’s safe really like your concept of those small acts around well-being and the trends around for anyone at any level of the organization of inclusion, because every leader could do what we’ve called the post-generational to just stop and say, “Hey, you know what? something right this second today, tomorrow. workforce, we really were struggling Just wanted to let you know how that landed. And it doesn’t involve a big budget and it in a proactive way with the dynamic of Maybe we could have said that a different doesn’t involve a team or a project plan. individuality and collective behavior, and it’s way.” Or, “You know what? What you just These are the things that if everybody just not a very simple question. And what we’re said right there, I felt really great about that. started to make some changes today, that looking at is all the different dimensions That made me feel like I really belong,” and we’d actually see quite a big movement in a of how we can help individuals in the work then just keep on moving, where it’s not very short amount of time. and the work life environments that we’re something that triggers defense, where it’s creating, and we’ve talked about safety, not something that triggers a big deal and Juliet: Yeah. I love that sort of accumulated connection, contribution, for example. the slow clap either, where it’s just part of the collective actions. And I’m sure you do this fabric of the way we operate. And until we feel too, Christina. When I’m working with groups We’ve talked briefly about the benefits of like we’ve achieved that as an organization, of people, I get them to all identify what’s
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one thing that we as leaders could all agree surely appreciate each of you taking the time all thinking about that. My hope is that the upon that we’re going to do? And one leader to speak with us. Maybe we could just get takeaway that business leaders have and last week was saying, was suggesting to their one last thought to kind of summarize what organizational leaders have, and individuals group, “You know what? We’re going to do your takeaways are for our audience? What have, is that we deeply reflect on actually a bubble burst. And that is, every time we one would thing you say, “Try this. Go do what’s happening around belonging. How get project teams together to do something, this.” Juliet? it’s impacting us as individuals, our teams, we’re going to recognize this is a bubble. our organizations, and our society. And that And we’re going to ask someone to come in Juliet: Well, I do think Christina started in a we recognize whether it’s the trends data from a different area. It could be a different good place, and that is to talk to other people, that we’ve seen or what we’re seeing in our perspective, could be a different ethnicity. It to ask other people, and the two sides of it. communities and our societies now, that could be any aspect of difference and burst Which is ask other people, “What more could we’re probably not doing enough. Because, our bubble and be part of our conversation.” I do?” And also, “What are good things that as Juliet said, we can’t outsource it to you’re seeing around you that I can amplify?” somebody else. We can’t shift it to a program And then she was saying, “Okay, let’s do this So, I do you think it does start with listening. that is off to the side that somebody else is as a group.” And there were 10 people on And then I do think at the end of the day, looking at. It needs to be part of the way that that call. And if they had all taken up, from there are some reinforcing rods, which are we live, the way that we interact, the way that now on, we’re going to use this language of actually about metrics. What actually are we listen, and I think the challenge for us in bubble burst. In this particular moment, a you measuring here? And do you need 2020 and 2021 is to stay in this energized project team moment, we’re always going to change those metrics so that they’re state if we can, and to do more than we’ve to ask ourselves, “Do we need to burst our reinforcing this desire to create an been doing. Because, we knew in 2019 and bubble?” And we will then always reach out to environment of belonging? 2020, this is important. We’re energized someone else to be part of it. Now, imagine about it, I think, in society. How do we actually the collective impact that’s going to have on Burt: I love that because I think metrics is a make this part of the way that we live and we that organization. concept that we all believe in. It forces us to lead? It’s a huge challenge for us. It’s a huge think about, well, what are the outcomes that challenge for us and an opportunity going Christina: Tremendous. The outcomes we want? And what is the evidence of the forward. And a great discussion that’s coming are going to be better. There will be more outcome that we want? And it forces us to out of the trends that we’re looking at in 2020. of them. Just higher quality, and people will be more intentional about the process to get feel safe. They’ll be able to give more ideas there. Absolutely. Juliet: I want to build on that just one second. if it becomes safe and you just know your I know I’m getting a second bite at the cherry bubble’s going to be burst. I love it. Christina: And I would also say, too, to here, but I just, if I threw out that challenge make sure that we’re doing some reasonable to leaders to say, every time you’re in a Juliet: And back to language, right? Now digging in the metrics that we’re bringing moment that matters, let’s call that recruiting we’ve got a shared language that we don’t home. Sometimes when our organizations do graduates, where you’re doing the welcome want to be, of course we could talk about it as have very homogeneous groups, it’s not that introduction or you’re doing a town hall, let’s an echo chamber or something like that. Let’s hard to get pretty good belonging scores. just call it a moment that matters for leaders. not be an echo chamber. But finding very So, it’s really important to look not just at Every time they’re in one of those moments, everyday language, “Are we in a, do we need the number, but also the comments and the make sure that at least once you talk about to burst our bubble right now?” And anyone different ideas that come back. Just to make belonging, so that’s your personal metric is to can say that, and it becomes acceptable. sure you’re doing a reality check and not just bring that into. And you may be thinking, I’m “Yeah, we do. Come on. Let’s get someone resting your laurels on what you see in those talking about a merger and acquisition here. else in here.” initial numbers. How could I be talking about belonging? But throw yourself that challenge, because is this Burt: Yeah. I can think of a lot of moments Burt: Yeah. Maybe don’t always take yes as the right merger and acquisition to take us on in history when I wish somebody had burst an answer. our path to belonging? Do they have the right their bubble. culture to bring us into our organization? So Christina: Yes. that would be my challenge to people. Have Juliet: Now that is English understatement. that frame on every moment that matters Burt: Though I will take yes for an answer in and see where it takes you. Burt: I did do a genealogy thing and it that case. Jeff, your thoughts? Summary. revealed that I was half British. I didn’t realize Christina: It’s a lovely challenge, and it’s a that. My DNA. It’s coming out. Oh boy. Jeff:Well, this has been a great discussion, great closer. Well, this has been a fascinating and really and I’ll end with this reflection because Juliet thoughtful and amazing conversation. And I asked me to reflect as a leader. So, we’re
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Burt: It’s an awesome perspective. Thank As organizations continue to invest you. Well, Juliet, Christina, Jeff, thank you very enormous amounts of leadership focus, much for being here. I have certainly learned energy, and resources to ensure people a lot and I think our audience has too. Really feel respected and are treated fairly at appreciate your perspectives, and we’d love work, leaders have the opportunity to to continue the conversation. Thank you. build on comfort, to encourage connection and contribution, to enable a sense of Jeff:Thank you, Burt. belonging that can improve organizational performance. Thanks to my colleagues Burt: Take care. Jeff Schwartz, Juliet Bourke, and Christina L Brodzik, for sharing their perspective on C H belonging, and thanks again to Bob Gibbs elon in : o o o t to from NASA. To learn more about the Human S onne tion to ont i tion S Capital Trends, you can find the report online at www.deloitte.com/HCtrends. We hope you enjoyed today’s episode, and join us next Learn more time as we continue to explore the topics and trends that put humans at the center of work. Visit the Capital H podcast library
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