The concept of belonging stands out as a fundamental human need that significantly impacts team dynamics and organisational success.
Far beyond simply being included, true belonging represents a profound sense of connection where team members feel valued, accepted and recognised as authentic contributors to the collective.
It’s a force for overcoming the costly issues of misalignment, miscommunication and unresolved conflict.
What Is Belonging?
Belonging is more than just being physically present in a group. It represents a subjective feeling of deep connection with social groups, physical places and collective experiences.
When team members experience belonging, they feel they are an integral part of the surrounding systems—including their team, department, organisation and broader professional community.
As defined in research literature, belonging encompasses a "secure relationship" and "affinity" with others. It manifests as the feeling that one is meaningfully integrated into their environment and relationships. This sense of integration forms the foundation for psychological well-being and effective social functioning within teams.
From an evolutionary perspective, belonging is deeply embedded in human biology. Our brains and immune systems are designed to motivate us to seek social safety, connection and belonging while avoiding social threats. This biological orientation toward connection highlights how fundamental belonging is to human nature and, by extension, to healthy team dynamics.
Owen Eastwood, a renowned performance coach who has worked with elite sports teams and organisations worldwide, has deepened our understanding of belonging through his concept of "whakapapa"—a Māori term referring to the sense of identity that comes from understanding one's place in a lineage or story larger than oneself.
Eastwood argues that when team members feel connected to a meaningful narrative and understand their role within it, they develop the sense of security and purpose that underpins extraordinary performance.
Why Belonging Matters in Team Dynamics
The impact of belonging on team performance cannot be overstated. Teams with high levels of belonging demonstrate several remarkable advantages that transform their collaborative potential.
When team members feel they truly belong, they develop the psychological safety necessary to take risks, speak up and contribute authentically. They become more likely to share innovative ideas, admit mistakes and ask for help—all critical behaviours for team learning and growth.
This environment fosters what Eastwood describes as a "safe harbour" where individuals feel secure enough to be vulnerable and bring their whole selves to their work.
Teams with strong belonging foster environments where diverse perspectives are valued and integrated, leading to more creative problem-solving and innovative solutions.
Members feel empowered to share their unique insights without fear of rejection, creating what Eastwood calls a "cultural bridge" that connects different viewpoints into cohesive wisdom.
Research consistently shows that belonging significantly influences motivation and engagement. When people feel they belong, they invest more emotionally in their work and demonstrate stronger commitment to team goals and organisational missions.
Eastwood notes that this commitment manifests as a willingness to "play for the jersey", to put collective success above individual glory.
High-performing teams often demonstrate strong belonging characteristics. Studies have found that teams with strong belonging tendencies achieve better results, experience lower turnover and demonstrate higher productivity than teams where belonging is weak.
Eastwood frames this as creating a "legacy mindset," where team members see themselves as temporary stewards of an enduring tradition, inspiring them to leave the team better than they found it.
Teams with strong belonging bonds demonstrate greater resilience during periods of stress, change or crisis. The social support inherent in these teams helps members navigate difficulties more effectively and recover more quickly from setbacks.
Eastwood describes this as developing a "warrior spirit", not in an aggressive sense, but in terms of courage, determination and mutual protection.
How Teams Cultivate Belonging
Creating environments of true belonging requires intentional effort from leaders and team members alike. Drawing on Eastwood's insights, we can identify several powerful approaches that successful teams use to cultivate belonging.
The foundation of belonging begins with establishing psychological safety. This is the shared belief that the team is safe for interpersonal risk-taking. Teams foster this by normalising vulnerability and authenticity, treating mistakes as learning opportunities rather than failures and encouraging open dialogue about challenges.
Eastwood emphasises the importance of creating what he calls "cleaning the stream" conversations, where team members can address tensions and misunderstandings before they become destructive.
Leaders play a crucial role in fostering belonging through their behaviours and practices. Effective leaders actively solicit input from all team members, ensure everyone has opportunities to contribute and recognise diverse perspectives. Eastwood suggests that the best leaders see themselves as "gardeners" rather than "heroes," focusing on creating conditions where others can thrive rather than showcasing their own talents.
Teams with strong belonging are united by a clear, compelling shared purpose that connects to individual values. Eastwood's concept of "whakapapa storytelling" involves creating and reinforcing narratives that give meaning to the team's work and help members understand how their contributions fit into a larger story. These narratives answer fundamental questions: Who are we? Why are we here? What do we stand for? How do we want to be remembered?
Strong teams intentionally create opportunities for authentic relationships to develop. They allocate time for team members to know each other as whole people, not just colleagues, and create spaces for sharing personal stories and experiences. Eastwood emphasises the power of ritual in this process—regular practices that affirm connection and shared identity. These might include team meals, celebration traditions or moments of reflection before important events.
Fair processes build trust and reinforce belonging. Transparent decision-making processes that incorporate diverse input, clear roles and responsibilities that highlight each person's value, and consistent accountability practices applied equally to all team members all contribute to a sense of fairness. Eastwood notes that indigenous cultures often use ceremonies and councils to ensure everyone's voice is heard before important decisions are made. This is a practice modern business teams can adapt through inclusive meeting structures.
High-belonging teams don't avoid conflict—they transform it into a constructive force by addressing issues directly but respectfully, focusing on interests rather than positions and separating people from problems.
Eastwood introduces the concept of "cleaning the harbour," a regular practice where teams address tensions and realign with their shared purpose and values. This prevents the buildup of resentments that can poison team culture.
Recognition reinforces belonging when it acknowledges specific contributions and their impact, is tailored to individual preferences and celebrates diverse types of contributions.
Eastwood emphasises the importance of recognising effort and character, not just results. When teams celebrate how someone embodies the team's values, they reinforce the behaviours that strengthen collective identity.
So what?
Belonging represents a complex and fundamental aspect of human experience that profoundly shapes team dynamics and performance.
As Owen Eastwood reminds us, humans have always organised themselves in tribes and communities that provide identity, purpose and security. Modern teams that tap into this ancient need to create powerful environments where people can do their best work.
For organisational leaders seeking to build high-performing teams, recognising and addressing the need for belonging should be a central concern. Strategies focused on creating inclusive environments where all individuals feel valued and connected provide the foundation for team effectiveness, innovation and sustainable performance.
In an increasingly complex and often fragmented work world, the fundamental importance of belonging remains a critical consideration for team development and collective flourishing.
By intentionally cultivating environments where true belonging can thrive and by connecting individual contributions to meaningful collective narratives, teams unlock their full potential for creativity, resilience and impact. As Eastwood would say, they create not just high-performing teams but tribes where people find meaning, purpose and the courage to achieve extraordinary things together.
In times of radical uncertainty, it begs the question of how we recruit and firm teams—based on the human qualities of belonging or the more transactional qualities of the job role. All too frequently, those focused on transactional, short-term performance work against the longer-term qualities of team cohesion. It's a choice.
"Whakapapa"—a Māori term referring to the sense of identity that comes from understanding one's place in a lineage or story larger than oneself. This was new to me!
When I work with teams I guide them through a process of recalling a time where they individually felt that sense of belonging and excitement with a group of people. I notice how often those past experiences are often volunteer and/or short term experiences.
It's wonderful when belonging evolves over time. It needs continual nurturing. Consistent top leadership makes a huge impact. Thank you for sharing!