DEI metrics track inputs like representation and training completion ("who is in the room"). In contrast, belonging metrics measure the output: whether every employee can perform at their best. This provides a direct link to productivity, innovation, and retention that input metrics miss.

Shift your mindset from feeling responsible for your employees' actions and feelings to being responsible *to* them. Fulfill your obligations of providing training, resources, and clear expectations, but empower them to own their own performance and problems.

Purpose is stabilized by three supports: personal purpose (family, faith), organizational purpose (company mission), and role purpose (your specific contribution). Most employees feel wobbly because they fail to connect their individual role to the company's broader mission.

A company with 78% engagement scores was hemorrhaging high-potential talent. Exit interviews revealed the cause: employees were engaged in their work but were exhausted from trying to "fit in." This shows that engagement and belonging are not the same and must be measured independently.

WCM avoids the 'family' metaphor, which implies unconditional belonging and can make performance conversations difficult. They prefer framing the team as 'a group of friends,' which emphasizes voluntary commitment and a mutual desire not to let each other down, fostering greater accountability.

A lack of hope in the workplace often stems from employees passively consuming the existing culture rather than actively shaping it. Leaders can foster a culture of hope by encouraging contribution and collaboration, which empowers teams to solve problems collectively and build a shared mission.

Define your organization's mission as creating an environment where all stakeholders (vendors, customers, employees) can thrive. This philosophy moves beyond siloed KPIs and fosters a deeply collaborative culture, attracting partners who want to work with you, not just those who have to.

When employees feel a sense of ownership over their organization, they are more motivated and invested in its success. Leaders can foster this by using inclusive language and involving people in key processes. This is especially critical for maintaining morale and care when communicating negative news like budget cuts.

Don't categorize employees as either missionaries or mercenaries. Almost everyone has the capacity for missionary-like passion. The key is to design an organization that empowers people and removes bureaucratic friction, making it normal—not weird—to be "all in" on the mission.