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- Better Negotiating
How Leaders and Teams Create True Belonging
Belonging in Action
Belonging is not a “nice-to-have.” It has a direct impact on retention, engagement, learning, innovation, collaboration, and performance. Belonging is not created through aspirational values statements, but through everyday interactions and micro-moments: Who gets heard? Who is included? Who feels safe to challenge ideas? Who receives visibility, trust, and access to opportunities?
After the workshop, participants will be able to:
After the workshop, participants will be able to:
- Clearly distinguish Belonging from Diversity and Inclusion.
- Recognize common exclusion mechanisms in everyday work.
- Design more inclusive meetings and decision-making processes.
- Foster psychological safety in challenging conversations.
- Establish leadership practices that strengthen belonging.
Target group: Leaders at all levels, HR and People & Culture professionals, project managers, and teams who want to foster a culture of belonging, psychological safety, and collaboration in order to strengthen engagement, innovation, and sustainable performance.
Contents of the Training
1. Understanding Belonging
Differentiating between Diversity, Equity, Inclusion, and Belonging and understanding why belonging is a critical driver of organizational success.
2. Psychological Safety and Belonging
How safe do employees feel to ask questions, admit mistakes, challenge assumptions, share different perspectives, or speak up when it matters?
3. Unconscious Bias and Micro-Exclusions
Not as a moral issue, but as a business reality: people constantly make rapid judgments that influence trust, role allocation, feedback, and opportunities.
4. Inclusive Communication
How do I actively invite quieter voices into the conversation?
How do I respond constructively to disagreement?
How do I give feedback without reinforcing stereotypes?
How do I address differences without labeling people?
How do I facilitate discussions so that the same voices do not always dominate?
5. Belonging in Conflict and Negotiation
Understanding the role of status, recognition, and face-saving in conflict, and how to navigate tensions while preserving trust, respect, and a sense of belonging.
6. Leadership Practices for Belonging
1. Understanding Belonging
Differentiating between Diversity, Equity, Inclusion, and Belonging and understanding why belonging is a critical driver of organizational success.
2. Psychological Safety and Belonging
How safe do employees feel to ask questions, admit mistakes, challenge assumptions, share different perspectives, or speak up when it matters?
3. Unconscious Bias and Micro-Exclusions
Not as a moral issue, but as a business reality: people constantly make rapid judgments that influence trust, role allocation, feedback, and opportunities.
4. Inclusive Communication
How do I actively invite quieter voices into the conversation?
How do I respond constructively to disagreement?
How do I give feedback without reinforcing stereotypes?
How do I address differences without labeling people?
How do I facilitate discussions so that the same voices do not always dominate?
5. Belonging in Conflict and Negotiation
Understanding the role of status, recognition, and face-saving in conflict, and how to navigate tensions while preserving trust, respect, and a sense of belonging.
6. Leadership Practices for Belonging
- Practical routines and habits, including:
- Meaningful check-ins
- Meeting practices that ensure fair participation
- Transparent decision-making processes
- Visibility for different types of contributions
- Feedback and learning-from-mistakes cultures
- Sponsorship rather than mentoring alone
- Consistent intervention in cases of disrespectful or exclusionary behavior
Training OFFERS
We report on current topics in our blog - take a look!
Book tips
For anyone wanting to deepen their knowledge, we recommend the specialist literature from C-TO-BE. Order directly from us now.Virtual Negotiation. An Optimal Approach to Online Negotiations
Better Negotiating. The Training Book
Flexibel verhandeln. Die vier Fälle der NEGO-Strategie (German version)
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