Creating a strong senseof belonging for all
Think of your experiences at work or in your personal life

Given the increasing diversity of our teams, we cannot takewhere you felt fully valued, understood and seen for alla sense of belonging for granted. That is why we, as leaders,

you bring to the table — your background, experiences andcolleagues and team members, need to be purposefulskills. What was it about the situation, the environment, theand deliberate in cultivating a sense of belonging for all,people that created your experience? How did this impact

to harness its benefits for us as individuals, for highest-

your sense of competence, confidence and success? ... Now,

performing teams and for our organizations. Everyone has

think of a time when you did not feel valued, understood or

opportunities every day to shape the belonging experience

seen for who you are and what you can contribute. How isfor ourselves and others. This requires applying inclusivethat experience and its impact on you different?

behaviors and norms to make it clear to each person that

Through this simple reflection, we remind ourselves how
significant the sense of belonging is and what a powerful

their differences matter and that they are an “insider” of thegroup and not an “outsider.”influence on performance it can be. When we feel a strong

This guide is for individuals and teams to learn more about

sense of belonging, we feel free to be ourselves and safe to

the value of belonging at work, and how to team and leadoffer different points of view and dissenting opinions, and we

in ways that create a positive belonging experience forbelieve that our contributions matter. We feel like “insiders,”

ourselves and our colleagues:

a trusted integral part of a team, network or community. In
contrast, when our sense of belonging is low, we feel like“outsiders.” We feel vulnerable and guarded, we don’t speak
up easily or offer alternative perspectives, and we contributeless, as it is not appreciated or does not seem to matter. The
degree to which we feel we belong (or don’t belong) can varyfrom one person to another, one team to another, or evenfrom one meeting to the next.

•

Optimizing belonging increases the value of Diversity,
Equity & Inclusiveness (DE&I) . ................................... 1•

Personal and business benefits of belong research ...... 2•

Potential barriers to belonging .................................. 3•

Practical tips and suggested actions to strengthen
the experience of belonging for yourself andothers ..................................................................4–5

Optimizing belonging increases the value of Diversity, Equity & Inclusiveness (DE&I)
Diversity

EquityInclusivenessTeaming and leading inclusively

Diversity is about

Equity is about

Inclusiveness is about leveraging differences

helps others experience

differences. At EY,

recognizing thatto achieve better business results. We are

we think broadly

everyone hascommitted to creating an environment where

about differences

different needs

all of our people feel — and are — valued, are(e.g., background,and comes fromable to bring their differences to work each day

education,different startingand contribute to their personal best in every

gender, ethnicity,

points, about

encounter.

nationality,

removing barriers

generation,that impede equal

working andoutcomes, andthinking styles,

about proactively,• Be aware of your own preferences and biases

religious

continually

background, sexual

addressing• Be open to other perspectives for decision-making

orientation, ability,

environments thattechnical skills,

do not support

service line, sector

an inclusive• Enable everyone to contributeand function).

experience.

• Make success possible for all

Value and optimize diversity by demonstrating
inclusive leadership behavior:• Seek out perspectives different from your own• Adapt your style to work with others effectively

psychological safety and trust,which leads to a feeling of
belonging. The more someone
feels they belong, the more likely
they will behave inclusively.
The value of belonging
For
For
individualsorganizations• M otivation• Innovation• P erformanceoutcomes• Businessperformance

• Physical andmental health• Quality• Careeroutcomes• Highestperforming
teams

Creating a strong sense of belonging for all |1

Personal and business benefits of belonging
A strong sense of belonging can lead to better collaboration, retention and business performance. When we feel we belong, weare more motivated and engaged. It significantly reduces stress levels and improves physical health, emotional well-being andperformance.
Highest-performing teams are diverse and inclusive groups of committed, passionate people, brought together by a shared visionand deeply invested in each other’s success. As individuals, they bring their unique experiences, backgrounds and perspectives.
As a group, they form the right mix of talent. Inclusive teams build a sense of belonging for all members, elevate a high-trust
culture and provide psychological safety by encouraging members to voice diverse opinions, share nontraditional views and ask
better questions.

The people I work with make me feel like I belong to a team(s).
This newly added EY Global People Survey (GPS) question revealed that the majority of our86%

people globally experience a sense of belonging on their team(s). This is a positive result
and will serve as our baseline. However, because our goal is to have a fully inclusive culturefavorable

where all EY people feel that they belong to a team, we have an opportunity to improve. GPS

Source: EY Global
People Survey, 2021

results also show some difference and less-favorable responses for some underrepresented
demographic groups, including those who identify as having a different cultural backgroundthan others on their team(s). This tells us that some groups of people are having fewer
positive experiences at EY.

DE&I drives performance

Psychologicalsafety is

Teaming and leading inclusively helps create environments where people are likely tofeel they belong. When people feel they belong, they are more likely to model inclusive

80%

behaviors. This “virtuous” cycle optimizes the business benefits of DE&I:
Business performancehigher8 points

among employees who
perceived their leadersdemonstrated empowerment,
accountability, courage andhumility behaviors most often.
Source: Catalyst research, 2015higher gross margin

8 points

higher gross margin

Team collaboration57%
better4 points

higher revenue growth
Source: EY Business Linkage
Research 2017

Source: Driving Retention and
Performance Through Employee
Engagement, Corporate LeadershipCouncil, 2008

Innovation

3.5x

more likely tocontribute to their fullinnovative potential
Source: Sylvia Ann Hewlett,Melinda Marshall & Laura
Sherbinwith Tara Gonsalves,
Innovation,Diversity & Market
Growth, Center for TalentInnovation, 2013

People at high-trust companies report:
Less stress
74%

Resulting in

50%

Less burnout
40%
More energy
106%More engagement76%
Source: “The Neuroscience of Trust” by Paul J. Zak, Harvard Business Review, January 20172

| Creating a strong sense of belonging for all

higherproductivity

Potential barriers to belonging

Sk
in

co
lo
r

Like an iceberg, many aspects of our identity may not be
visible to others. To be recognized, valued and appreciatedfor who we are and how we see ourselves, consider thefollowing.

The experience of belonging isn’t static. Our environment
matters. The environment we experience on our teams andin meetings can make us feel more or less like we belong.
Consider when you are invited to share your views, or whenpeople support your flexibility needs. Compare this to ameeting where your ideas are ignored, or where only somepeople are afforded flexibility. Through our actions, we canshape our environment for ourselves and others by building
trust and psychological safety on our teams — making fewer
assumptions about people based on what is visible to us, andhelping reveal more of what is “beneath the waterline” forourselves and others.

er

Eth
nic
ity
So
cio
eco
sta nomtu s
ic

Appearance

y

t
ali

Age
Re
l

io

n

Role/
function

Political views
Thinking style

Talents

Genderidentity
Beli
efs

Skil
ls
Wor
k

Perspectives
styl
e

Lo
c
div atio
isi n/
on

Sexualorientation

ig

La
ng
ua
Fa
ge
m
ily
s
st
at
us
Ed
uc
ati
on

l
ica
ys lity
h
P bi
Na
a
Value
Heritagesystems
Life
Personality
Learning
experiences
stylesntio

How much we share of our personal lives, and when andhow we do it, may differ from one individual to another.
For some markets, an appropriate personal interaction
can include laughing with people and understanding theirhome situation or their history from their childhoods. This
may vary in different markets, as cultural differences,personality traits (introverts/extroverts) and identity impact
how we communicate. Sharing signals that we care and areopen is key to elevate less-visible attributes, strengths andexperience to the surface.
Sometimes we can feel uncertain about belonging.
Individuals who identify as members of groups that areunderrepresented in teams or organizations (e.g., womenin senior ranks, those of a different cultural backgroundthan the majority of a team, LGBT+, foreign nationals,
experienced hires) may question whether their differences
are valued and if they belong. This can result in people
feeling additional stress and using their energy to fit inwith dominant norms and cover up their differences, andcan lead to perspectives that prevent people, teams andorganizations from realizing the benefits of belonging. Thiscan be particularly significant for members of historicallymarginalized and/or stereotyped groups, where trust of amajority group should not be taken for granted. Trust in a
supportive environment needs to be developed over time andexplicitly demonstrated and communicated consistently.

nd

re
ltu
Cu te
cas e
n
e li
vic
Ser ector
S

We each have multiple aspects of our identity. Our
differences matter and make us unique. For example,
someone’s identity may include being a man, father, artist,
accountant, immigrant and introvert. Distinct aspectsof our identity may become more relevant in different
circumstances.

Ge

Iceberg model source: adapted from Prof. Gary
Weaver, American University, Understanding and
Coping with Cross-Cultural Adjustment Stress(University Press of America, 1986).

“

It’s important to be yourself
because being anybody else is alot harder work, and you’re goingto use up a lot of bandwidth to doit. When you actually begin to be
yourself and uncover that to others,
you plug yourself into a powersource that hugely benefits both you
and your organization.
Kenji Yoshino
Chief Justice Earl Warren Professorof Constitutional Law, New York
University School of Law

Check out the following pages for practical tips to boost
belonging!

Creating a strong sense of belonging for all |3

Practical tips
and suggested
actions tostrengthen theexperience of
belonging foryourself andothersWith focused
intention, openness
and some speciﬁc
actions, we canhelp create positive
experiences ofbelonging forourselves andothers. Your
teaming andleadership matter!

How I feel when I belong
Welcomed, valued,
understood

Safe

Connected• I’m onboarded in athoughtful way.

• I can be myself.

• I have a network that
supports me professionallyand personally.

• M y team engages me indiscussions and decisions.
• My opinion matters.

• Differences in myexperience, backgroundand point of view arevalued.
• My colleagues care aboutme.

• I feel genuinely connectedwith members of my team.
• I feel invested andpurposeful at work,
which makes me also feelwilling and motivated
to contribute above andbeyond, both professionallyand personally.

How I can create a stronger sense of belonging for others and myself

What I can do for others:

What I can do for others:

What I can do for others:• Check in on new membersof my team.

• Be an active ally.
Identify and address —with permission — thebehaviors that makepeople fee that they are
not valued, dismissed,interrupted or overlooked
in team settings.

• Look for ways theteam can support eachindividual’s personal andcareer aspirations, needs,interests and styles.

• Be open to, recognize
and incorporate new
approaches and ideas.
• Encourage people to offer
diverse or dissenting
opinions. Ask, “Whatpoints of view have I not
yet considered?”

What I can do formyself:

Set up time to connect
with individuals on myteam. Be open about
why this is important tome. I may want to share
my background andexperiences.

• Be explicit about
the importance ofunderstanding and valuing
cultural and stylistic
differences.

What I can do formyself:
Ask for perspectives frommultiple team members
and share my thoughts
during meetings, even
if they differ from other“

opinions.

• Pay attention to how
people build relationships,
and help expand theirconnections by sharing
my networks.
• Look out for those who
may feel left out or like an“outsider.” Give them theopportunity to lead on an
engagement and to share
their views.

What I can do formyself: Be clear thatdifferences are an asset,
openly share and leveragethem on my projects.

Creating space to unearth the multiple identities [someone has] is oneof the tasks of leaders and creates the sense of belonging.
Dr. Valerie Purdie Greenaway
Professor in the Department of Psychology, Columbia University and Columbia Business School4| Creating a strong sense of belonging for allHow I feel when I belong
Trusted

Inspired

Supported to achieve myaspirations

Elevated• I’m given opportunities tochallenge myself and gain
more visibility.

• I see role models aroundme.

• My team understands andsupports my aspirations.

• I have a sponsor who
advocates for me.

• The purpose of my workand challenging projects
motivate me.

• I have the flexibility I needto achieve professional
and personal growth.

• I experience engaging,challenging work.

• Decision-making
processes are open for my
input and understanding.

• I learn new things that are
stimulating and useful for
my career.
• I see a promising future
at EY.

How I can create a stronger sense of belonging for others and myself

What I can do for others:

What I can do for others:

What I can do for others: What I can do for others:• Engage personally andalign expectations early
on in relationships: bepresent, curious and seize
daily opportunities tocommunicate that I value
and care about others.

• Observe and ask what
motivates a person (whatmotivates me might not
motivate someone else).

• Role model by sharing myown flexibility stories, notjust business results andmetrics.

• Information is power;
make sure I share with all
members of the team (notonly a select few).

• Provide “gold standard”
feedback to each person
on my team.

• Openly address
discomfort and stigmas
about working flexibly,and challenge thestatus quo; ask whether
preferences or traditions
keep us from being
flexible in our ways ofworking; define what is
actually required to better
inform decisions about
what could be changed.

• Look for opportunities
to position new teammembers for high-profile
projects.

• Be open and transparent
about the reasons for
my decisions, and betransparent with what I
prioritize.
• Be consistent andaccountable: maintainconsistent behavior, evenunder pressure; model
inclusive behaviors; andreinforce and reward theaccountability of others.

What I can do formyself: To increase thetrust that others have inme, deliver on my promises
and regularly engage intransparent, open dialogue.

• Communicate my support:“I believe in you and trustthat you can achieve
your career and personal
aspirations.”• Show support throughactions (e.g., invite tojoin a project, give achallenging assignment,
offer regular touch points
to encourage questions).

What I can do formyself: Reflect on aspectsof my role that I appreciate,and consider ways to do
more things that motivate
me. Embody the leadershipcharacteristics that I
admire.

What I can do formyself: When joining ateam or starting a new
project, communicate
my two to three areas ofproject focus to a seniorperson on the team andask what they expect me tocontribute.

• Rotate team members to
lead, and bring them tomeetings for exposure tosenior executives or key
clients.
• Visibly sponsor people
who are different fromme and set expectations
for others to do the same.
Be transparent about
why I am advocating fortheir development andadvancement.

What I can do formyself: Perform at a highlevel, contribute a distinct
personal brand and add
value to my sponsor’s
network.

To find out more, visit ey.com/diversity.

Creating a strong sense of belonging for all |5

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