Greg Morley

for how leaders and teams can be more inclusive and embrace company diversity to be even more successful in the companies in which they're working.

for how leaders and teams can be more inclusive and embrace company diversity to be even more successful in the companies in which they're working.

First things first, starting with belonging. What do you mean by belonging in the workplace? And why is that important?

First things first, starting with belonging. What do you mean by belonging in the workplace? And why is that important?

Sure. It's a great question. And let me maybe start by why I wrote the book, what inspired me to write the book as a way of addressing sort of the belonging, inclusion, and connection terms of the book.

Sure. It's a great question. And let me maybe start by why I wrote the book, what inspired me to write the book as a way of addressing sort of the belonging, inclusion, and connection terms of the book.

Over the decades of experience I had, both in and in HR roles, but also in roles such as marketing, sales, and communications and distribution, what I saw was there is an essence of crisis of loneliness at work for some people. And there's a very important role that organizations play in fostering a culture of belonging and inclusion.

Over the decades of experience I had, both in and in HR roles, but also in roles such as marketing, sales, and communications and distribution, what I saw was there is an essence of crisis of loneliness at work for some people. And there's a very important role that organizations play in fostering a culture of belonging and inclusion.

And the fostering of that culture of belonging and inclusion is not just a nice thing to do and everybody feels good at work and we go and we have parties and we're happy and we have lunch together. There is data that reinforces that when an organization is diverse, inclusive, and has leaders who lead in an inclusive manner, On many measurable aspects, those companies do better.

And the fostering of that culture of belonging and inclusion is not just a nice thing to do and everybody feels good at work and we go and we have parties and we're happy and we have lunch together. There is data that reinforces that when an organization is diverse, inclusive, and has leaders who lead in an inclusive manner, On many measurable aspects, those companies do better.

They do better in terms of innovation. They do better in terms of avoiding risk. They do much better in terms of getting profitable products to market. And they do much better in terms of what would be obvious, which is keeping good people and attracting good people. So there is a business imperative to being good at these things.

They do better in terms of innovation. They do better in terms of avoiding risk. They do much better in terms of getting profitable products to market. And they do much better in terms of what would be obvious, which is keeping good people and attracting good people. So there is a business imperative to being good at these things.

And what encouraged me to write the book was I saw all of these sort of good and bad practices over my career, both within the companies I was working with and with others that I had become associated with. And that's why I got to the point of, okay, there's something to be talked about.

And what encouraged me to write the book was I saw all of these sort of good and bad practices over my career, both within the companies I was working with and with others that I had become associated with. And that's why I got to the point of, okay, there's something to be talked about.

And I think finally, what was a driving factor for me was I believe in my core that these things I just talked about are important to individuals and to businesses. And what I saw was we were in the world of diversity, equity and inclusion getting too far away from what I believed was the important part.

And I think finally, what was a driving factor for me was I believe in my core that these things I just talked about are important to individuals and to businesses. And what I saw was we were in the world of diversity, equity and inclusion getting too far away from what I believed was the important part.

Part of diversity, actually, and inclusion was diverse workforces working well together and creating great business outcomes and great outcomes for individuals. And so that's how I got to the point of writing the book.

Part of diversity, actually, and inclusion was diverse workforces working well together and creating great business outcomes and great outcomes for individuals. And so that's how I got to the point of writing the book.

I agree with you 100% when it comes to belonging versus loneliness. Early in my career, I was immersed in big organizations, and it was all about work and climbing the corporate ladder. Belonging was seen as more of a soft feeling, something you didn't really think about much. You worked hard, made your boss happy, and got along Maybe you'll get promoted faster and better.

I agree with you 100% when it comes to belonging versus loneliness. Early in my career, I was immersed in big organizations, and it was all about work and climbing the corporate ladder. Belonging was seen as more of a soft feeling, something you didn't really think about much. You worked hard, made your boss happy, and got along Maybe you'll get promoted faster and better.