In All the Difference, Susan MacKenty Brady, Stuart D. Kliman, and Leslie C. Smith, offer a practical playbook for turning difference from a potential value drain into better thinking, stronger collaboration, and measurable value.  Read the intro chapter of the book.

This interactive workshop helps participants build the awareness and skills needed to work more effectively in a hybrid environment. Participants will explore common challenges that arise in hybrid teams, learn practical strategies for fostering inclusion and connection, and examine how everyday decisions and interactions impact trust, engagement, and team effectiveness.

Session Objectives:

• Recognize the benefits and common challenges associated with hybrid work environments
• Identify opportunities to strengthen communication, visibility, and inclusion for both remote and in-office employees
• Navigate hybrid work challenges and gray areas with greater clarity, ownership, and thoughtful judgment
• Use practical strategies to improve engagement, collaboration, and team effectiveness across hybrid teams
• Reduce the likelihood of employees feeling excluded, disconnected, or “out of the loop” by making decisions and communication more visible

The CIV-O Hybrid Check is a simple tool for more intentional hybrid decisions and interactions. It helps you pause and respond more intentionally in everyday hybrid work moments, especially when communication, inclusion, and decisions happen quickly.

This isn’t really a conversation about where people work. It’s a conversation about how people experience work. Whether employees are fully in the office, fully remote, or somewhere in between, people want many of the same things. They want to feel informed. They want to feel connected to their colleagues. They want to know their contributions matter. They want opportunities to participate, influence decisions, and be part of something larger than themselves. In short, people want a sense of belonging.

Working in a hybrid work environment comes with its challenges and its benefits. When approached intentionally, hybrid work can create environments where employees feel trusted, empowered, and better able to work in ways that support both their effectiveness and their well-being. Here are some tips for working effectively in a hybrid workplace.

The In Search of Connection is an interactive experience designed to help people reconnect with the humanity of work and with each other. In a time when many workplaces feel increasingly transactional, fast-paced, and emotionally disconnected, this discussion creates intentional space for reflection, honest dialogue, and meaningful human connection.

Every workplace interaction contributes to culture. In times of stress, uncertainty, and change, small moments of humanity matter even more. This tip sheet offers practical ways to bring more humanity into everyday interactions with coworkers, colleagues, and teams.

There is a growing conversation happening across workplaces and at the center is a sense of disconnection. In environments shaped by constant change, economic pressure, restructuring, rapid technological advancement, and increasing demands for productivity, work is becoming more and more transactional. Interactions that once built relationships are often replaced by emails, chat messages, dashboards, and back-to-back virtual meetings. Many employees no longer feel connected to their coworkers, their leaders, or even to the organizations they work for.

The Getting to Know You Bingo game is a great icebreaker or team building exercise.  The Bingo squares are designed to help employees get to know teammates and coworkers.

The Anatomy of Belonging:  ERGs as the Head, Heart, Hands training helps participants better understand the dynamics and characteristics of a culture of belonging and how ERGs can drive belonging and connection.

Belonging is being accepted for all of who we are – no need to hide or change. But that sense of community can be harder to find for employees who are not part of the dominant social group or do not easily conform to organizational norms. ERGs can be instrumental in providing that community and fostering belonging.

Having a sense of belonging is one of the most important fundamental human needs and is directly tied to our physical and emotional wellbeing. Most people define themselves by their group membership and associations with their family, their spiritual group, local sports team, interests, even their political affiliations. The social connection that is fundamental to our sense of belonging is a protective factor that enables people to overcome challenges, manage stress and cope more effectively with difficult times in our lives. Almost every aspect of our lives is associated with belonging to something – and our workplaces are no different.

Belonging is something all humans crave. And often we find ourselves navigating different social situations, feeling comfortable and accepted for who we are in some and needing to hide parts of ourselves in order to “fit in” or achieve acceptance in others. In those situations where we lack a sense of psychological safety, we may change our linguistic and behavioral patterns to adapt and connect with others. This is known as code-switching, and it raises important questions about authenticity and belonging.

Covering, Code-Switching and The Imposter Syndrome Virtual Classroom is a 90-minute training that introduces participants to the concept of covering, why we do it and what can be done to foster workplaces where people can be more authentic.

It’s common practice for employees to reflect organizational norms and values to fit in and move ahead. But when employees whose backgrounds, values and perspectives differ from those of the dominant employee groups, this can be particularly challenging and stressful – and authenticity often comes at a price. If the upside of authenticity is a greater sense of overall wellbeing, then how do we manage the downside? Here are some tips to pursue authenticity at work.

When employees are concerned about being judged or discriminated against for their unique identities, they’ll often hide or mask parts of themselves in order to fit in. This behavior is exhausting and requires constant thought and energy that is dedicated to actively obscuring their thoughts, opinions, and feelings in an effort to feel accepted by their colleagues. Covering, code-switching and the imposter syndrome are all ways in which we hide or downplay who we are, what’s important to us and how we present ourselves.

This short, interactive microlearning and discussion guide takes a deeper dive into the concepts of covering, code-switching and the imposter syndrome and how they impact the way we show up at work.

Calls for authenticity at work ask for passionate people with diverse, fresh perspectives who challenge old ways of thinking. But too often workplace culture fails to support the authenticity of professionals of color and other underrepresented groups, leading instead to backlash and fewer opportunities. Writer Jodi-Ann Burey outlines steps toward exposing privilege and achieving true equity on the job — and implores those in leadership positions to accept responsibility for change.

Supporting authenticity at work requires systemic change at the organizational level. Here are some tips to support authenticity in your organization.

Authenticity has long been the subject of conversations focused on leadership and more recently on the individual contributor. Research suggests that when employees feel like they belong and can bring their true authentic selves to work there are benefits. But simply inviting people to be authentic at work creates unrealistic expectations, putting the burden on the individual to shed their protective mask despite the consequences.

When we feel comfortable bringing our authentic selves to the workplace, we’re more effective at building meaningful relationships, we’re more focused on our work, we’re more successful, we feel better, perform better and are in overall better health. In short, authenticity is better. Furthermore, inclusion happens when and only when everyone feels comfortable being who they are, and everyone is accepted for who they are.

This short, interactive microlearning explores how important empathy is in a hybrid workplace.

Empathy is the ability to recognize and share other people’s emotions, and to understand their perspectives and what they might be thinking or feeling. Empathy fuels connection and is driven by our ability to accept another person’s perspective without judgment or disregard.

Fostering belonging is challenging in the best of times. The new era of hybrid working has changed how we connect, interact, and socialize as employees. It’s changed how we experience ‘belonging’ but not our need for it.

Over the past decade or so, empathy has gained notoriety as an important leadership competency. It’s important to keep in mind that empathy means something specific and depending on the situation is not always the best response. This article explores the difference between sympathy, empathy, and compassion – and understanding different situations may call for different reactions or responses.

We’ve all heard presentations about the importance of DEI. In this powerful talk, Carin Taylor shares why belonging should be the focus of any DEI strategy and the most important piece of the DEI discussion. She outlines the key ingredients needed to belong and how to create them. Leverage the discussion guide to host a conversation with your team after watching the Ted Talk.

This workbook was designed to help anyone in the organization support inclusion and belonging through bite-sized practical actions.

Any organization is not a mere concept but rather a collection of the people who lead, work, and interact on a daily basis. And belonging happens in an organization when those people feel acceptance, acknowledgement, and connection. While we can and should approach this work from an organizational standpoint, it stands to reason that creating a Culture of Belonging can be achieved one person at a time.

You may have heard the saying made famous by John Maxwell – “people quit people, not companies.” And while there has been debate on the validity of this claim, there is no denying that if we do not feel welcomed, valued, and liked by our coworkers, we are not going to feel good about going to work every day. And an individual’s sense of overall well-being is driven by our need for connection and belonging. So how do we foster a deeper sense of belonging in the workplace?

Belonging can be achieved one person at a time by making an effort to support and connect with others and making sure everybody feels like they’re part of a community at work. Every day is filled with personal interactions that provide excellent opportunities to cultivate a sense of belonging.