Inclusive communities in the workplace are more vital than ever. While many companies have expanded diversity, equity, inclusion, and belonging (DEIB) initiatives, only 41% of employees feel comfortable being themselves at work.
To shed light on this topic, Marco chatted with Arthur Woods, Partner at Plenty Search: an executive search firm for venture-backed startups focused on diversity.
He’s also a Co-Founder of Out in Tech and Mathison, as well as author of the national bestseller Hiring for Diversity.
Building Purpose: The Ikigai Connection
Arthur draws parallels between workplace purpose and the Japanese concept of Ikigai (one’s purpose in life). Often, we complete tasks without truly understanding what motivates us.
- What do you love?
- What are you good at?
- What can you be paid for?
- What does the world need?
- What is your purpose
Arthur’s experience at Google — where he initially felt unfulfilled despite the great employee environment — led him to recognize that meaningful impact goes beyond job titles. Employees need a personal sense of contribution to feel fulfilled and stay engaged ie purpose.
“You can bring the mindset of an entrepreneur wherever you are,” Arthur says. “You shouldn’t have to leave your job to feel a sense of purpose.”
Breaking Down Barriers to Belonging
"Fear and distrust are major blockers to belonging," says Arthur. In many modern workplaces, a “command and control” approach still dominates. He highlights how a remote or hybrid setup often accentuates the contrast between:
- Micromanaging leaders who create a climate of distrust.
- Leaders who trust employees regardless of location.
Breaking down our Barriers we get a better understanding of our superpowers as adults.He reflects, “As kids, we don’t think about scarcity or fear. Yet, many adults operate from fear, not possibility.”
Arthur argues that the shift to remote work created extraordinary accessibility, where employees can prioritize families, pets, and home maintenance throughout the workday. But, simultaneously, “It left us transacting more than transforming.”
The remote workplace may be more efficient with fitting meetings in our day, but the focus is on getting things done instead of building a genuine community.
The difference is intentionality: Companies must name the need for stronger team bonds and take action accordingly. By blocking time for shared experiences that aren’t focused on work, they can build interpersonal connections based on trust and vulnerability — not productivity.
“Work hasn’t been optimized for creativity or human flourishing, but instead, for getting the most out of people and inherently not trusting them. The way we’ve defined most of the metrics in the workplace has been from a position of: ‘Our people are likely not working, so let’s make sure they are.”
Leading with Vulnerability: The Key to Inclusivity
Building an inclusive workplace starts by leading with vulnerability
Going from an evangelical childhood environment to coming out as LGBTQ+ during college reinforced Arthur’s desire to find belonging in a community. After graduating and entering the corporate workforce, that need for genuine connection led to a culture shock. As he put it:
“Work is not a place where most people feel a sense of belonging — or even psychologically safe, let alone thriving.”
To that end, Arthur views the broader understanding of psychological safety at work in 2023 as a big win for DEIB efforts. For example:
- Practices like self-advocacy and concepts like employee well-being help employees bring their more vulnerable, personal selves to work.
- Having candid talks with team members who carry distrustful habits from fear-based environments enables a space where everyone can belong and grow.
While there’s still plenty of work to do on the DEIB front, Arthur is thrilled that he regularly sees leaders who believe people are the greatest resource and asset you can have.
Another commonality among these effective leaders? They understand vulnerability is crucial to an inclusive work community and make sure to lead by example. This means showing up as a human with a personal life and the occasional off day — not just as a manager.
When employees experience this and realize they can do the same, that’s the start of building a psychologically safe (and thus inclusive) workplace. Employees feel they can bring their whole selves to work because they’re not just productivity machines. They feel seen by their leaders and co-workers as complete human beings.
“When we show up vulnerably, we signal to the people around us that they can be vulnerable, that it’s safe, and that you’re real. I’m amazed by the profound impact vulnerability can have in
Bringing Marco’s Purpose to Life: Fostering Connection Beyond Productivity
Marco’s purpose in creating memorable offsite experiences aligns with Arthur’s vision of an inclusive workplace. By curating spaces for teams to connect authentically, Marco helps build community rooted in trust and psychological safety. When employees feel seen, connected, and valued, the impact goes far beyond the office.
