Leaders in the belonging and inclusion space have witnessed that many organizations talk a great game but fail to walk the walk when it comes to creating truly inclusive workplaces. As backlash against traditional diversity, equity and inclusion (DEI) programs build across public and private sectors, organizations are searching for new paths forward; paths that actually work and don’t leave half the table feeling threatened or excluded. The answer isn’t to abandon inclusion work. It’s to ground it in something deeper: belonging.
The State of DEI: Fatigue and Fragmentation
1 in 5 companies have eliminated DEI programs entirely in the past year, driven by a mix of court rulings, shifting political winds and palpable “DEI fatigue.” However, the cost of retreat is high: Organizations that have scaled back report increased discrimination complaints, lower morale and rising attrition.
This backlash is rarely arbitrary; it is often fueled by internal missteps. There is a growing frustration with one-size-fits-all, compliance-driven programs that feel performative rather than proactive. Furthermore, employees from non-marginalized groups frequently feel explicitly excluded from the conversation, creating a zero-sum dynamic that reinforces the very divisions organizations aim to dissolve. Ultimately, these tensions underscore a fundamental lesson: belonging cannot be a checklist or a legal mandate. It must be cultivated as an authentic, organization-wide priority.
Why Belonging Matters
Belonging is a biological imperative. Research demonstrates that belonging is a primary human need, underpinning cognitive, emotional and behavioral engagement. A sense of belonging at work activates reward circuits in the brain, boosts motivation, and enables higher levels of creativity and collaboration. Belonging interventions such as team-based affirmation exercises, narrative sharing and structured dialogue have shown measurable effects on retention, productivity and well-being, particularly among diverse or hybrid teams. Employees who feel a strong sense of belonging report higher engagement rates and an increased intent to remain with their organization.
From an organizational perspective, belonging is the glue that holds complex systems together during periods of turbulence. It serves as a buffer against uncertainty, creates psychological safety and helps organizations weather systemic change. In practice, belonging bridges gaps left by DEI, moving the focus from group identities and policies to the creation of a culture where everyone can be visible, valued and heard.
The Creating Belonging Model: From Authenticity and Acceptance to Action
Drawing from the Creating Belonging Model, belonging emerges at the intersection of authenticity and acceptance. Authenticity is about showing up as one’s true self: whole, with all identities, vulnerabilities and humanity. Acceptance, on the other hand, is about recognizing others as they are without imposing values or trying to change them. It’s what happens when we move in close enough to really see someone.
Where most diversity work has failed is that it has been weighted too heavily toward one side or the other. Some efforts push hard on authenticity but neglect acceptance; others focus so intently on including marginalized voices that majority groups feel left out. This imbalance triggers threat. And threat breeds backlash.
The Creating Belonging Model uses a simple quadrant to map out how people show up in a community.
- Belonging (high authenticity + high acceptance): Individuals show up as their true selves while actively welcoming others. They design experiences and environments that honor individuality without excluding anyone.
- Overbearing (high authenticity + low acceptance): People here are comfortable being themselves but often assume everyone else sees the world the same way. They are frequently unaware of their blind spots or how their behavior impacts others, especially if they hold systemic privilege.
- Minimizing (low authenticity + high acceptance): Individuals who mask who they are to make others comfortable. They disregard their own needs or silence their voices to avoid “stirring the pot.”
- Recluse (low authenticity + low acceptance): Individuals withdraw from the community entirely. They aren’t engaging with others, but they aren’t showing up as themselves either, often as a protective mechanism.
Here’s the crucial insight: none of these places are bad. They’re all human. But only belonging creates the conditions for real inclusion, the kind that actually sticks and scales.
This model underscores the importance of supporting employees to be themselves, authentically, while promoting radical acceptance of others. Learning leaders who embody vulnerability and humility model the shift from compliance to conviction-making belonging an active verb, not a passive policy.
Case studies reinforce the wisdom of embracing an “all-inclusive multiculturalism.” In organizations struggling with DEI backlash, programs that welcome majority and minority perspectives alike — while focusing on shared values rather than zero-sum identity politics — demonstrate a much higher likelihood of sustaining inclusive cultures. Inclusion is reframed from an “us-versus-them” paradigm to a system-wide ethic, where every member can contribute and challenge in psychological safety.
The Creating Belonging Framework in Action
To move an organization toward belonging during backlash, learning leaders must be intentional. Here are the practical levers that are proving effective as we move into 2026:
Make Belonging Actionable and Measurable
Belonging can’t be vague. It has to be real. This means setting clear behavioral goals tied to business outcomes, using data-driven strategies and continuously auditing progress.
Organizations need to ask: What does belonging look like in our hiring practices? In our meetings? In how we celebrate wins and navigate conflicts? Then measure it. Pulse surveys that track belonging over time. Belonging indicators embedded in performance reviews. When leaders can see the data, that’s when they move from viewing DEI training and programming from “nice to have” to “must have.”
Embed Belonging in Everyday Systems
Culture shifts happen through repeated, visible actions, not through mandates or one-off trainings. The organizations getting this right are building multicultural event calendars that weave recognition, storytelling and appreciation throughout the year. They’re normalizing identity exploration through regular dialogue circles and psychological safety exercises. They’re making sure that when someone from a marginalized identity shows up authentically, there are systems in place to receive them, such as mentorship programs, sponsorship and visible leadership support.
Think about it differently: If an organization only focuses on belonging once a year during a particular heritage month, it’s sending a message about belonging’s actual priority in the culture.
Upskill Leadership on Inclusive Behaviors, Not Just Awareness
This is something many leaders have learned the hard way: Awareness alone doesn’t create change. Leaders need practice. They need to learn vulnerability and humility as skills. When leaders demonstrate genuine humility and transparency about their own biases and blind spots, others feel more comfortable being themselves. Regular workshops and trainings on inclusive communication, dialogue circles where leaders wrestle with hard questions, and peer accountability structures aren’t optional. They’re foundational.
Build Allyship That Bridges
The concept of allyship needs evolution. Move beyond the idea that allyship is only for majority groups advocating for minorities. Real allyship is about building bridges across identities. It’s mentors who commit to visible support. It’s colleagues who challenge problematic behavior in the moment, not just behind closed doors. It’s creating psychological safety for everyone to show up more authentically.
Facilitate Self-Reflection and Safe Dialogue
This is where the Creating Belonging Model becomes a practical tool. Organizations that bring people together in structured conversations allow them to reflect on where they sit in the model: in their work community, in their team and maybe even in different communities in their lives. Individuals might find themselves in belonging with their professional team but in minimizing when they hide important aspects of their identity in different contexts. That’s not a character flaw; it’s a survival strategy in an environment that doesn’t feel safe. But organizations that create genuine belonging help people move toward authenticity without fear of consequences.
Use reflection prompts. Normalize identity exploration. Show that leaders are willing to be vulnerable first, which gives everyone permission to follow.
Protect and Communicate Belonging as a Core Value
In this current climate, some organizations are moving away from DEI language. The strategy is understandable, but the work must continue. Reframing it as belonging keeps the work visible and continuously connected to organizational values: talent retention, risk mitigation, innovation, cultural resilience. When organizations communicate the why behind belonging and show data on its impact, they make a compelling case that transcends politics.
Addressing Backlash Head On
Backlash is real, and pretending otherwise serves no one. To navigate this climate, learning leaders must communicate with clarity and courage. For example:
- Share the business case, not just the moral case. Yes, belonging is the right thing to do, but it’s also smart for business. Use data. Show how belonging drives engagement, retention and bottom-line results.
- Build narratives that bridge divides. Move away from “us-versus-them” framing. Focus on shared human needs: the need to be seen, heard, valued and safe transcends politics. Frame belonging as a universal value that benefits every employee, not just specific groups.
- Highlight positive stories. Share moments of connection, inclusion and mutual respect from every level of the organization. Stories are powerful. They shift hearts in ways data alone cannot.
- Be transparent about impact and limitations. Acknowledge that creating belonging is ongoing, imperfect work. Share what’s working and what’s not. Show accountability. This builds trust, especially among skeptics who may view corporate initiatives with cynicism.
Action Plan
Creating belonging in the face of backlash requires courage and conviction. But it’s possible, and it’s necessary. Here’s where to start:
- Audit your current state. Where does the organization sit in the Creating Belonging Model? Are leaders showing up in overbearing because of unexamined privilege or power? Are employees minimizing to stay safe? Is anyone in recluse, wondering if they can belong?
- Commit to balance. Support authenticity and Make space for people to show up as themselves while actively inviting and welcoming others.
- Make it systemic. Belonging can’t live in the human resources (HR) or training function. It has to be in hiring, in meetings, in how organizations resolve conflict, in who gets promoted and in how we celebrate wins.
- Measure what matters. Set key performance indicators (KPIs) around belonging. Track psychological safety. Monitor engagement and retention by identity, and let data guide strategy.
- Model vulnerability. As a learning leader, go first. Acknowledge blind spots. Share where one has sat in overbearing or minimizing. Give others permission to be human.
- Keep learning. This work is never finished. Stay curious, humble and committed to seeing others and creating spaces where everyone can truly belong.
The moment we’re in is an inflection point. Organizations that double down on authentic, measurable, systemic approaches to belonging will emerge from this backlash stronger, more innovative and more competitive. Those that retreat will miss the opportunity. We know for certain that we are wired to belong. That’s not a DEI initiative; that’s biology, and humanity. And that’s worth fighting for.
