How Trust and Belongingness effect Organizational Change
Taking time for open dialogue and creating space for difficult questions are foundational to building trust. Still, some view concepts of social disenfranchisement, belongingness and trust as being too removed from business leaders’ imperative to deliver on their organizational key performance indicators, those critical KPIs. This panel challenges the premise that trust is too fluffy of a topic for battle tested business executives. We explore research demonstrating the keen relationship between employee engagement and the achievement of KPIs. Too often, organizational experts are called in to support organizational change at a time when businesses are struggling. This panel aims to share creative ways to push trust and belongingness upstream and relate how organizations can proactively build trust rather than face the daunting work of regaining trust? We discuss how collective well-being is much more attainable with the help of robust professional networks and review the factors that will help us better identify causes of health disparities, that can redress social determinants of health and, ultimately, that will advance best practices in employer-led well-being efforts throughout the nation.
Learning Objectives
After completing this session, participants will be able to:
1. Describe how a framework for building trust and psychological safety can be used in support of positive organizational change.
2. Identify the business case for advancing precepts of companionate love and belongingness into a workplace culture.
3. Discuss cases from workplace settings where social connection and a heightened sense of belongingness were attributable to improved business outcomes. 1.25 ADV CECH Available