
Are you failing the happiness test?Â
Answer the questions below to check whether your organization is in danger of overlooking happiness when it comes to leadership resilience and team performance, and check out the four dimensions of workplace...

by Jennifer Jordan Published March 14, 2025 in Brain Circuits • 3 min read
Answer: False
Assimilation is where the individual conforms to the prevailing organizational culture and subsumes their identity. In contrast, belonging is where the individual turns up as the self they originally brought to the table – and is celebrated as such.
Answer: True
Many people (me included) predicted that, given their comfort with technology and connecting remotely, Gen Z employees would weather the lockdown much better than older people. This was wrong. The ‘remote experience’ was very isolating for many young adults and their incidence of mental illness increased by more than 25%, while suicide rates also increased.
Answer: False
Belonging is not an ‘I-win-so-you-lose’ game whereby, as one group or individual gains a seat at the table, another loses theirs. In contrast to an abundance-driven view of belonging, this scarcity mindset propagates a feeling of systemic exclusion and fuels some people’s rejection of a more inclusive society.
a. 25%
b. 50%
c. 75%
Answer: c
According to a 2023 study by Ernst & Young, 75% of workers have felt excluded at work, while almost 60% feel they can’t share a core part of their identity at work for fear of it holding them back. This number is even higher for LGBTQ+ worker respondents, with 77% feeling uncomfortable sharing aspects of their identity at work.
A feeling of not belonging at work can lead to a lack of engagement by employees. An inclusion-oriented approach in which individuals feel equally valued helps create a culture where people are motivated to contribute to their maximum ability.

Social psychologist and Professor of Leadership and Organizational Behaviour at IMD
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.

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