The Unexpected Lesson from the Job Site

Early in my career, I spent time working alongside blue-collar crews on construction and renovation projects. At first, it was just a way to better understand the people whose numbers I’d later manage in finance. But what I discovered went far beyond the numbers. I saw firsthand how belonging, camaraderie, and accountability lived and breathed on the job site in ways I rarely experienced in corporate boardrooms.

There’s a powerful sense of connection among those teams—one that isn’t always easy to create in an office environment, especially at the executive level. I’ve since come to realize that boardrooms could learn a lot from job sites about what it really means to belong.

Camaraderie Rooted in Shared Purpose

On the job site, people show up knowing their work matters in a very tangible way. They’re building, fixing, and creating something real—something visible. That shared purpose naturally fuels camaraderie.

Whether it’s a crew tackling a tough deadline or figuring out how to solve an unexpected problem, there’s an unspoken bond. Everyone depends on each other, and everyone’s contribution is visible and valued. You can’t hide on a job site. Your work, your effort, and your attitude are clear to all.

Contrast that with many boardrooms, where discussions can feel abstract, layered in jargon, and distant from day-to-day realities. When decisions feel detached from the frontline or customers, it’s harder to cultivate genuine connection. Without that shared sense of purpose, belonging becomes a buzzword, not a lived experience.

Accountability: Clear, Direct, and Immediate

One thing that struck me about job sites is how accountability is direct and immediate. If you don’t show up, your teammates feel it. If your work isn’t up to standard, it’s addressed on the spot. There’s no room for ambiguity because delays and mistakes have immediate, visible consequences.

That level of accountability builds trust and a deep sense of responsibility. Everyone knows they can count on each other to get the job done—and that they’re expected to pull their weight.

In contrast, accountability in boardrooms can get murky. Layers of hierarchy, complex reporting structures, and indirect communication sometimes dilute ownership. Deadlines slip, and it’s easy to pass blame or hide behind strategy documents.

This disconnect can leave people feeling isolated or disconnected from outcomes, which undermines the very sense of belonging we seek to build.

The Power of Informal Rituals

Another difference I noticed is the role informal rituals play on job sites. Whether it’s the morning coffee break, swapping stories over lunch, or sharing a laugh after a long day, these small moments are the glue that holds teams together.

These rituals create a space for human connection beyond roles and titles. They remind everyone they’re part of something bigger—more than just a paycheck or a project milestone.

Boardrooms, by their nature, often focus on efficiency and formality. Meetings start on time, agendas are strict, and conversation stays professional. While that has its place, it can miss out on building the informal bonds that foster trust and belonging.

Inclusion Through Visibility and Contribution

At a job site, inclusion often happens naturally through visibility. Everyone sees what each person contributes. Whether you’re carrying materials, wiring a circuit, or operating heavy machinery, your work is seen and appreciated.

This visibility creates a level playing field. Titles matter less than effort and skill. Inclusion becomes about being part of the team and contributing to a shared goal.

In many corporate settings, especially at senior levels, contributions are less visible. People work behind screens or in meetings where voices can easily be drowned out. Titles and seniority sometimes overshadow actual impact, making it harder for everyone to feel truly included.

Lessons for the Boardroom

So, what can boardrooms learn from job sites about belonging?

1. Create shared purpose through connection to outcomes.
Boardrooms need to bridge the gap between strategy and execution. When leaders connect their decisions directly to the people who implement them and the customers they serve, belonging grows organically. Make outcomes tangible, celebrate wins visibly, and communicate impact regularly.

2. Build accountability that’s clear and immediate.
Encourage transparency and ownership at every level. Clear expectations and open feedback channels help replicate the straightforward accountability that works on job sites. When people know they’re trusted to deliver—and held responsible—they feel more engaged and connected.

3. Encourage informal rituals and human moments.
Make space for conversations that aren’t on the agenda. Virtual or in-person, casual check-ins, storytelling sessions, or shared lunches can break down barriers and build authentic relationships. These moments aren’t distractions—they’re investments in culture.

4. Increase visibility of contributions.
Find ways to highlight work beyond titles. Whether through storytelling, peer recognition programs, or collaborative platforms, make sure everyone’s impact is seen and appreciated. Inclusion grows when people feel their efforts matter.

Why It Matters More Than Ever

In today’s complex world, companies face challenges that demand collaboration, creativity, and resilience. Those qualities only thrive when people feel they belong—that they’re part of a team working toward something meaningful.

Boardrooms that ignore this risk losing touch with the very people whose dedication drives results. Conversely, those willing to learn from the authenticity of job sites can build stronger, more connected organizations.

Making Boardrooms Feel Like True Teams

Belonging isn’t a checkbox or a trendy HR initiative. It’s about real relationships forged through shared purpose, clear accountability, and genuine human connection. The job sites I’ve seen embody those values daily in ways many boardrooms strive for but don’t always achieve.

As leaders, it’s our responsibility to bring those lessons into our work. To build cultures where every person feels seen, trusted, and valued—not because it’s good for business (though it is), but because it’s the right way to work.

If we want boardrooms to feel more like teams and less like isolated rooms full of titles, we need to start by listening—really listening—to what job sites have been teaching us all along.