Happy New Year!
I hope this new year brings you inspiration, growth, and connection. Over the holidays, I had the opportunity to dive into a meaningful project—writing an academic article for a book titled “Belonging in the Workplace: Perspectives and Practices.” My chapter, “Coaching to Belonging in the Workplace,” allowed me to return to my roots in research and writing, a process that was both challenging and deeply rewarding.
While I strive to keep my blogs centered on practical coaching applications, I couldn’t resist sharing a few key concepts from the research. The idea of coaching to belonging in the workplace resonated profoundly with me, as it bridges the theoretical and the practical, offering transformative potential for coaches and leaders alike.
Belonging is a cornerstone of human experience, essential for both personal fulfillment and professional performance. Rooted in foundational theories from philosophy, sociology, and psychology, the need for connection and inclusion is universal. Aristotle described humans as inherently social beings, while Maslow’s hierarchy of needs places belonging as critical to achieving self-actualization. In modern workplaces, these principles take center stage as organizations recognize that fostering belonging is key to unlocking the full potential of their employees. Coaching has emerged as a transformative tool for creating the emotional safety, inclusivity, and connection that belonging requires.
Coaching provides leaders with the skills to understand and respond to the diverse needs of their teams. It operationalizes insights from Bowlby’s attachment theory, which highlights the role of secure relationships in fostering trust and collaboration, and extends them into workplace dynamics. Scholars such as Hazan, Shaver, and Bartholomew have shown that strong emotional bonds are fundamental to productivity, engagement, and team cohesion. Coaching bridges these theoretical foundations with actionable strategies, helping leaders foster relationships that enable employees to thrive.
Modern research underscores that belonging in the workplace demands more than surface-level initiatives or policies. Scholars like Shore et al. (2011) argue that belonging requires deep cultural transformation—one where diverse perspectives are celebrated, contributions are recognized, and systemic barriers are addressed. Coaching empowers leaders to embody these changes by promoting inclusive behaviors, identifying and mitigating unconscious biases, and creating equitable environments. Walton and Cohen’s research on “belonging uncertainty” reveals the challenges marginalized groups face in achieving inclusion, emphasizing the necessity of intentional, targeted interventions. Coaching addresses these barriers by fostering self-awareness, teaching inclusive practices, and aligning individual and organizational goals to ensure everyone feels valued and empowered.
Strategies for Coaching to Foster Belonging
Coaching offers a powerful framework for creating inclusive, collaborative, and supportive workplaces. Key strategies include:
- Building Psychological Safety: Coaching helps leaders create environments where employees feel free to express ideas, concerns, and vulnerabilities without fear of judgment or retaliation (Edmondson, 2018).
- Encouraging Inclusive Leadership: Through empathy, active listening, and equitable recognition, coaching trains leaders to value and integrate diverse perspectives into decision-making processes (Randel et al., 2016).
- Strengthening Team Connection: Facilitating trust, open communication, and shared goals builds a sense of community and enhances team dynamics (Hawkins, 2017).
- Addressing Systemic Barriers: Coaching equips leaders to dismantle inequitable structures, from career development pathways to workplace policies, ensuring all employees have access to opportunity (Garrick et al., 2024).
- Providing Meaningful Feedback: Constructive and affirming feedback reinforces employees’ unique contributions and demonstrates their value within the organization (London, 2003).
- Celebrating Achievements: Publicly recognizing individual and team successes not only enhances belonging but also motivates continued engagement and effort (Deci & Ryan, 1985).
- Aligning Values and Goals: Coaching supports employees in aligning their personal values and aspirations with organizational objectives, fostering a stronger sense of purpose and connection (Cable & DeRue, 2002).
- Promoting Reflective Practices: Encouraging leaders and employees to reflect on their biases, actions, and intentions fosters self-awareness and supports thoughtful, inclusive behaviors (Clutterbuck & Megginson, 2006).
The Broader Impact of Coaching
Coaching’s influence extends beyond individual relationships, creating ripple effects that shape entire organizational cultures. A culture of belonging has measurable benefits, including increased engagement, reduced turnover, and enhanced innovation. Employees who feel included are more likely to share ideas, take creative risks, and contribute to their full potential. Coaching provides leaders with tools to cultivate these environments, equipping them with skills to lead authentically and inclusively.
Moreover, coaching addresses systemic inequities that prevent workplaces from fully embracing diversity. By helping leaders identify and dismantle structural barriers, coaching fosters equitable opportunities for all employees. This creates a fairer workplace, strengthens organizational reputation, and enhances long-term performance. When coaching becomes embedded in organizational culture, it ensures that diversity and inclusion initiatives are not one-off efforts but enduring commitments.
Embedding a Coaching Culture
While individual coaching interventions are impactful, embedding a coaching culture within the organization ensures long-term success. A coaching culture integrates coaching principles into the organization’s systems, values, and daily operations. Leaders model behaviors that demonstrate inclusivity, transparency, and advocacy, setting the tone for a supportive and equitable work environment.
This approach ensures that coaching becomes a sustainable part of organizational life rather than a one-time initiative. A coaching culture fosters ongoing engagement, supports continuous development, and builds a shared commitment to inclusion and belonging. As coaching permeates every level of the organization, it enables systemic change, creating workplaces where employees feel valued, connected, and integral to collective success.
The Path Forward
Coaching is not just a tool for individual growth—it is a catalyst for organizational transformation. By addressing the relational and systemic barriers to belonging, coaching empowers leaders and employees to create inclusive environments where all voices are heard, contributions are recognized, and individuals are celebrated for their unique strengths. The impact of coaching extends beyond individuals, shaping cultures that prioritize connection, equity, and shared purpose.
In a world where diverse perspectives and collaboration drive innovation, fostering belonging is no longer optional—it is essential. Coaching bridges the gap between organizational goals and individual needs, unlocking potential and transforming workplaces into thriving communities. Organizations that prioritize coaching as a core strategy can expect not only stronger performance but also a deeper, lasting impact on the lives of their employees.
With coaching as a cornerstone, organizations can cultivate environments that inspire, empower, and achieve sustainable success for all.
Bartholomew, K. and Horowitz, L.M., 1991. Attachment styles among young adults: A test of a four-category model. Journal of Personality and Social Psychology, 61(2), pp.226–244.
Cable, D.M. and DeRue, D.S., 2002. The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), pp.875–884. https://doi.org/10.1037/0021-9010.87.5.875
Clutterbuck, D. and Megginson, D., 2006. Coaching and mentoring: Theory and practice. Routledge.
Deci, E.L. and Ryan, R.M., 1985. Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
Edmondson, A.C., 2018. The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
Garrick, A., Johnson, W.D. and Arendt, S.W., 2024. Breaking barriers: Strategies for fostering inclusivity in the workplace. International Journal of Academic Research in Business and Social Sciences, 14(2), pp.128–152. https://doi.org/10.6007/IJARBSS/v14-i2/20799
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational leadership. 3rd ed. London: Kogan Page.
Hazan, C., & Shaver, P. R. (1987). Romantic love conceptualized as an attachment process. Journal of Personality and Social Psychology, 52(3), 511–524. https://doi.org/10.1037/0022-3514.52.3.511
London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance improvement. Psychology Press.
Randel, A.E., Dean, M.A., Ehrhart, K.H., Chung, B.G. and Shore, L.M., 2016. Inclusive leadership: Realizing positive outcomes through belongingness and uniqueness. Leadership Quarterly, 27(1), pp.126–141. https://doi.org/10.1016/j.leaqua.2015.12.002
Shore, L.M., Randel, A.E., Chung, B.G., Dean, M.A., Ehrhart, K.H. and Singh, G., 2011. Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), pp.1262–1289. https://doi.org/10.1177/0149206310385943