Not too long ago, I found myself standing on a county services campus, observing the soft hum of activity on a late afternoon. People shuffled in and out of the building—some alone and others with family members in tow—while inside, staff greeted everyone who crossed the threshold with smiles and a willingness to direct them to teams that could best help them. There was a palpable sense that each person mattered–both the clients and the staff members. In that moment, I was reminded of the quiet power that arises when we, as individuals, feel that we truly belong.
Over the years, our team of consultants has been privileged to witness and support a range of organizations as they have navigated the tectonic shifts that shape our culture, politics, and individual well-being. So often, the discussions about our society’s challenges—inequality, political polarization, or deteriorating civic engagement—focus on what we lack rather than what we possess. Yet on that county campus, I witnessed something profoundly important: a demonstration of how belonging is not only an endearing concept but also a functional necessity for forging stronger bonds among neighbors, organizations, and broader social systems.
Belonging, at its core, is about feeling seen, heard, valued, and integrated into a collective identity. It’s about knowing that one’s presence is welcomed and one’s contributions are meaningful. Sociologists have long noted that belonging is a precursor to stable relationships and cohesive communities, which are foundational to individual and population health.
Yet, if we want to foster belonging on a community-wide scale—whether that community is a neighborhood, an organization, or a coalition of stakeholders working on a social cause—what exactly do we do? How do we move beyond well-intentioned but vague calls for “togetherness” and craft real, systematic approaches that usher people into the fold of caring, engaged participation? How do we create a sense that we’re all co-travelers, co-strivers, and co-creators of a common destiny?
This piece attempts to answer these questions. We’ll explore the power of shared vision, the significance of inclusive decision-making, the value of building on existing strengths, and the promising outcomes of embedding belonging into our organizational DNA. Along the way, we’ll weave in research from psychology, sociology, and community development that supports the notion that belonging isn’t just a nice perk—it may well be the key that unlocks enduring collaboration and transformative social change.
(For a broader look at why feeling connected is critical in our increasingly fragmented world, you might explore “Braving the Wilderness”by Brené Brown which delves into how belonging can be nurtured even in times of polarization.)
The Tapestry of Belonging
Before we delve into the mechanics, it’s worth situating the discussion within a broader historical and cultural context. The notion of “belonging” has been with us since humans first formed tribes and clans. In ancient times, belonging was often linked to survival; if you were shunned by the group, it meant exposure to predators, hunger, and physical threats. Over millennia, that primal need to be welcomed by others evolved into more nuanced forms of social bonding—family units, villages, religious congregations, and eventually modern associations like clubs, nonprofits, and workplaces.
In many ways, the widespread hunger for belonging—combined with the recognition of its absence—has motivated nonprofits, faith communities, and municipal initiatives to refocus on fostering a sense of connectedness. The conversation about belonging has migrated from the intellectual edges of sociology to the mainstream of philanthropic and governmental strategy. This shift is more than a passing trend: it aligns with a deeper evolutionary impulse. We’re simply wired to flourish when we feel valued.
Today, belonging is no longer just about survival or shared identity; it’s also about collaboration to solve big, pressing issues. Communities grappling with social determinants of health, or civic leaders trying to revitalize blighted neighborhoods, have realized that if you can’t bring residents to the table—and if those residents don’t feel they’re truly part of a shared destiny—you’ll struggle to gain traction for any ambitious initiative.
While belonging might evoke a sentimental image—a circle of neighbors holding hands—its manifestations in modern community-building are pragmatic and often data-driven. From city councils consulting with local residents on zoning decisions to nonprofits hosting inclusive, transparent town halls about resource allocation, we see a robust, emerging discipline of “belonging design.” It’s an intentional process—often facilitated by experts in areas like Asset-Based Community Development or Appreciative Inquiry—where the inherent worth of each community member is acknowledged, and their contributions are actively sought.
(For a thoughtful exploration of how individuals can flourish, consider listening to The Jordan Harbinger Show podcast episode which features Martin Seligman, director of the Positive Psychology Network.)
The Power of Shared Vision
When we speak about belonging at an organizational or community scale, one foundational element repeatedly surfaces: the existence of a shared vision. Too often, we assume that individuals or groups who gather for a common purpose inherently agree on what success looks like. Yet, in practice, people enter collaborative spaces with varied expectations, motivations, and personal histories. If these differences remain hidden or unaddressed, friction emerges. Over time, that friction can erode trust, overshadow the sense of communal purpose, and sap the energy required for meaningful progress.
Why Shared Vision Matters
A unifying vision serves as the glue that holds diverse stakeholders together. It answers questions such as: Why are we here? What are we collectively working to achieve? How will we measure whether our efforts are fruitful or futile? Once these questions are addressed in an open, inclusive manner, the vision itself becomes a rallying cry. It moves from being a bland mission statement on a website to a lived philosophy that resonates in meeting rooms, volunteer drives, and strategic planning sessions.
You might consider the “Collective Impact” approach popularized by John Kania and Mark Kramer in their Harvard Business Review article, where they argue that systemic social change often requires coordinated efforts by multiple sectors—nonprofits, governments, businesses, and individual community members. A primary principle of Collective Impact is having a “common agenda” or shared vision. Without it, each stakeholder can easily drift into siloed activities, inadvertently working at cross-purposes or duplicating efforts.
Aligning Values and Goals
A shared vision doesn’t emerge just because a leader decrees it. Rather, it is painstakingly shaped through dialogue, deliberation, and often a healthy measure of disagreement. Each stakeholder group brings its own vantage point: the teacher who sees the day-to-day challenges in the classroom, the neighborhood elder who remembers past initiatives that failed, the young parent who can articulate fresh ideas about childcare. When these voices converge and truly listen to one another, a sense of joint ownership develops over the emerging vision.
Values alignment is equally crucial. For a vision to be not only shared but also deeply held, the underlying values must resonate widely. Maybe it’s the value of equity in health care access, or a commitment to transparency in governance. When values are made explicit, people can decide if they wish to journey together toward that vision. And if they do, they bring a deeper emotional and moral commitment that can sustain the hard work ahead.
Translating Vision into Action
Shared vision, while essential, is only the starting line. The real test lies in converting that vision into specific, actionable steps: priority projects, new policies, resource allocation, and consistent evaluation methods. Each of these elements must remain tethered to the overarching vision to prevent mission drift. Regular reflection periods—monthly check-ins or quarterly strategic gatherings—provide opportunities to recalibrate and ensure the vision remains vibrant and relevant.
(For insights on how to operationalize a collective vision in real-world settings, listen to the “Collective Impact Forum” podcast available here. It offers case studies and interviews with practitioners who share practical strategies for uniting stakeholders around a shared vision.)
Conclusion
A strong shared vision is the bedrock of any collaborative endeavor—aligning people’s values, goals, and sense of purpose. Yet vision alone isn’t enough. To truly spark belonging and transform communities, every person’s voice must be actively heard. In our next blog post, we’ll delve into “Inclusive Decision-Making: The Cornerstone of True Collaboration,” exploring how transparent, participatory processes invite everyone into the circle of care and co-creation.
