Over the past several years, I have been invited to give several talks on the topic of loneliness, meaning and belonging – including to workplaces.

In a world where so many feel lonely, nurturing workplaces of meaning and belonging is a critical act, especially given the mental and societal health implications that flow from feelings of loneliness. Still, it can seem like a big ask: given all that workplaces are already responsible for, is it too much to suggest that workplaces must also become communities of meaning and belonging?

A workplace of meaning and belonging is a place where staff feel connected to one another, welcomed to contribute, and included in the social and professional fabric of the workplace. In this type of workplace, the distance between professional roles and/or organizational levels is wide enough that people know what is theirs to do (and what is not theirs to do) but small enough that people feel comfortable sharing ideas with one another and giving and receiving feedback across organizational “levels” and roles.

Meaning- and belonging-oriented workplaces provide employees with a sense of meaning and purpose – ensuring staff know that their voice and contribution matters. These types of workplaces minimize in-group and out-group dynamics, avoiding both artificial harmony and mean-spirited personal attacks, instead opting for dialogue that mines different perspectives to strengthen the organization and explores misunderstandings before they become conflicts.[1]

While workplaces are ultimately most responsible to achieve their mission, research suggests that happier employees result in more effective organizational outcomes, including with respect to achieving the organization’s mission.

Workplaces that nurture a sense of meaning and belonging tend to produce happier employees. A sense of belonging at work alongside meaningful work can help to reduce overall feelings of loneliness – and can create more successful and joyful workplaces.

Several years ago, an organizational change leader shared with me that there is only one employee satisfaction survey he uses with his employees – and he provides this same survey four times per year. According to this leader, when positive responses to this survey slip, it is an early organizational warning sign.

The survey is simple and invites feedback on the following 12 statements alongside one final question related to overall workplace satisfaction.[2]

1. This last year, I have had opportunities at work to learn and grow.
2. In the last six months, someone at work has talked to me about my progress.
3. I have a best friend at work.[3]
4. My associates or fellow employees are committed to doing quality work.
5. The mission or purpose of my company makes me feel my job is important.
6. At work, my opinions seem to count.
7. There is someone at work who encourages my development.
8. My supervisor, or someone at work, seems to care about me as a person.
9. In the last seven days, I have received recognition or praise for doing good work.
10. At work, I have the opportunity to do what I do best every day.
11. I have the materials and equipment I need to do my work right.
12. I know what is expected of me at work.

 

Depending on your analysis of the 12 statements, almost all of them are associated with meaning and belonging. At Credence, our work to strengthen organizations has often precisely addressed the challenges implied by these statements. Cultures of meaning and belonging are cultures were people feel seen, where connections between staff are nurtured, where people know their voice matters and where work is meaningful, even when it is challenging.

Conclusion:

Unfortunately, workplaces don’t simply become oriented around meaning and belonging, despite best intentions. Developing a workplace of meaning and belonging involves leadership commitment, alongside an investment in the practical strategies and skills that can help workplaces reorient their culture around meaning and belonging. In a world that is lonely, becoming a workplace of meaning and belonging can feel countercultural – a gift staff give to one another that promises both increased workplace joy and a strengthened bottom line.

 

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[1] For more on the concepts of artificial harmony and mean-spirited personal attacks, see The Advantage, by Patrick Lencioni.

[2] https://q12.gallup.com/Public/en-us/Features

[3] The language of “best friend” does not fit for all people or in all organizations – especially when the workplace is small or dispersed. In these settings, the statement may be better rephrased as: “I feel meaningfully connected to one or more colleagues at work.”

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Supporting Leaders, Engaging Teams. Transforming Organizations.

Is your workplace ready to deepen its culture of meaning and belonging? Explore Credence’s organizational development and leadership workshops to take the next step. Learn more about Credence’s services.

Originally published in October 2025