As people return to the office, organizations have the opportunity to capitalize on our innate drive to form groups in order to create a place where people want to work.

Human beings are biologically wired to form groups. We have been doing it successfully for about 2 million years. Despite constant competition with much bigger, stronger, and faster carnivores for food, early humans had superior abilities to communicate, collaborate, and cooperate, which enabled them not only to survive but thrive on this planet. After nearly 2 million years of evolution, the most basic human desire is to feel as if we belong.

Tragically, our society has never been more divisive, distrustful, and fearful. Further, for the past two years, people have been dispersed, disconnected, and isolated due to the pandemic. As a result, we have never seen higher levels of anxiety, depression, and suicide. This is not a sign that people are sick. It is our natural reaction to a deeply disconnected society.

As social creatures, our health, happiness, and well-being depend on regaining a sense of community and belonging. 

Herein lies the opportunity for organizations. I see organizations as ready-made communities of belonging. For the past 24 years, I have been helping leaders create organizational environments where people’s natural inclination and ability to trust, communicate, and collaborate flourish. When this happens, the workplace goes from a place where people simply go to make a living, to a place where they feel a deep sense of loyalty and commitment.

I call it “Putting Human Nature to Work,” and I would like to share some principles and practices you can apply at your organization.

The foundation of any community is trust. Values are the basic and fundamental beliefs that guide or motivate attitudes and actions. We seek others who consistently behave in ways that are aligned with our deepest beliefs in order to feel safe and connected.

Most organizations have a list of values. However, if those values were merely written to sound good or appeal to others, an organization may have done itself more harm than good. If others are drawn to your organization based on your purported values, they expect their experiences to be consistent with those values. If their experiences are anything other than expected, they won’t trust you.

This is why core values must be discovered. After all, the only way to be sure you will behave consistently with who you say you are is to first discover who you really are—and then just do that.

If your organization has been around for any length of time, you have values. You just may not be consciously aware of what they are. The way to discover them is to look back over time and see how the organization has behaved—especially when times were tough.

When I help an organization discover its authentic values, I inevitably find between three and five deeply held beliefs that have consistently driven key decisions and actions over time. When people see their values so clearly named and described, it is like looking in the mirror. I know we got it right when people say things like, “That is exactly who we are here.” Once values are clear, decisions are easy. When faced with difficult decisions, teams can simply ask, “What would our values tell us to do?” and do that.

Next comes your organization’s core purpose. This is the compelling common cause that drives and motivates everyone’s work. It is not only why you do what you do, it is also your promise to the world. The strength of your brand or reputation lies in how consistently your organization delivers on this promise every day and in every interaction.

To capture an organization’s core purpose, I generally use the “Five Whys” exercise. Start with what you do. For example, “We make X products” or “We deliver Y services.” Next ask, “Why is that important?” Continue asking the “why” question again and again until you get to the true essence of your purpose—one that truly motivates employees to carry out their roles and can guide organizational decisions.

As Seth Godin, author of “Tribes” says, “If you can’t state your position in eight words, you don’t have a position.” Your final purpose statement should be short, pithy, and emotionally compelling to the people who work for your organization.

The final test for your core purpose is whether it is aligned with your core values. Your values are how you achieve your purpose. 

An organization for which I work part-time, Numerica Credit Union, has the core purpose of “Enhancing Lives, Fulfilling Dreams, and Building Communities.” As I mentioned, a core purpose is also a promise. 

This is a tall order given that what would enhance one person’s life is different from the next person. Also, everyone has their own dreams. How could Numerica deliver on this promise with every employee or member? This is where values come into play.

Known as the CARES Principles, Numerica’s values are Connect, Ask, Resolve, Elevate, and Strengthen. In order to enhance your life, fulfill your dreams, and build your community, employees first connect with you to create a welcoming and warm environment. Next, they ask powerful questions to discover your needs. Once your needs are clear, they resolve to take responsibility for exceeding your needs. With the relationship established, they are committed to elevating you by always seeking to help you improve. Finally, they share a commitment to strengthening the community by showing up and making a difference.

I would like to close by inviting you to join my community. I am on a mission to turn as many organizations as possible into places people can go every day to get their deep needs for connection and belonging met. 

Management consultant Jason Swain is the founder and president of Symbio Leadership LLC, in Liberty Lake. He can be reached at jason@symbioleadership.com.