Why Co-creation Strengthens a Sense of Belonging and Alignment
The following contribution comes from the *Co-Created Transformations* portal, which defines itself as follows: Co-created transformations—processes for designing and implementing transformation strategies.
We employ highly collaborative processes and tools—whether in-person, online, or both—to co-create roadmaps, programs, and strategies aimed at reshaping work practices and relationships at multiple levels. Our approach leverages collective wisdom regarding the current situation, strengthening the sense of ownership among key stakeholders. This translates into greater organizational growth, improved execution capacity, and a performance-based culture.
Authored by the team.
Co-creation has become a buzzword in conversations about leadership and organizations.
Unfortunately, it is also one of the most misunderstood concepts.
Some leaders fear co-creation because they believe it implies a loss of control.
Others think they are co-creating when, in reality, they are simply communicating their decisions further in advance.
Both perspectives miss the point.
True co-creation is not about forced consensus.
It is not democracy.
Nor does it mean that “everyone decides on everything.”
Rather, it is a structured leadership approach that fosters a sense of belonging from the outset, brings real-world constraints to light, and builds alignment that remains firm even when pressure mounts during execution.
Why alignment often breaks down after a decision is announced
Many organizations experience the same pattern:
A strategy or decision is announced.
People nod in agreement.
Meetings conclude with an appearance of alignment.
Execution begins, and resistance emerges—quietly.
This is what leaders often describe as a “lack of a sense of belonging” (or a lack of ownership).
In reality, it is a case of “fictitious commitment.” This happens when:
People are informed but not involved.
Input is requested only after decisions have, in practice, already been made.
Constraints and concerns emerge too late.
Agreement is merely verbal, rather than internalized.
Communication alone does not create a sense of ownership; participation does.
What co-creation really means (and what it doesn’t)
Before proceeding, it is important to define co-creation clearly.
Co-creation is:
A deliberate process, not an open-ended discussion.
Participation within clear boundaries.
A way to identify risks, assumptions, and constraints at an early stage.
A method for building commitment before execution begins.
Co-creation is not:
Decision-making through forced consensus.
An abdication of leadership responsibility.
Allowing everyone to decide on everything.
A way to avoid making difficult decisions.
When carried out correctly, co-creation actually reinforces leadership authority, as decisions are better informed and foster a stronger sense of ownership.
Why co-creation fosters a stronger sense of ownership
People support what they have helped to create.
This is not just a motivational slogan; it is a behavioral reality. When people participate from the start:
They understand why certain decisions are made.
They grasp the necessary constraints and compromises (the trade-offs).
They recognize their own contribution to the final outcome.
They feel a sense of responsibility for making things work.
A sense of ownership does not arise from persuasion, but from participation combined with clarity. Three outcomes facilitated by co-creation:
- Realistic decisions
Co-creation brings to light—from the very early stages—operational realities (such as deadlines, dependencies, risks, and capacity limits) that leaders might not always see with complete clarity.
This leads to well-founded decisions that are easier to execute, moving beyond mere good intentions.
- Faster alignment
Although co-creation may require a bit more time at the outset, it saves significant time in the long run by reducing:
Resistance.
The need for rework.
Passive non-compliance.
The escalation of issues.
Alignment established from the start enables more agile execution.
- Sustainable commitment
When pressure mounts, people stand by what they helped create.
Co-created decisions do not fall apart under stress, because the sense of ownership is not borrowed or imposed from the outside—it emerges from within.
Why Co-creation Is the Answer to the Leadership Challenges We Face
The following contribution comes from the *Emotion Salary Barometer* portal, which defines itself as follows: An “emotional salary” audit.
Making the intangible tangible through an emotional salary audit.
An emotional salary audit allows you to analyze your current organizational culture, enabling you to celebrate the successes of your team or organization while identifying areas for improvement—thereby facilitating the implementation of measures to optimize the employee experience. By evaluating existing opportunities and the importance employees place on ten specific factors—autonomy, a sense of belonging, creativity, direction, inspiration, enjoyment, mastery, personal growth, professional growth, and purpose—we can provide a comprehensive view of the organization from the perspective of those who are part of it.
Authored by the team.
To a certain extent, leaders have always faced the same challenges they encounter today: how to motivate their teams, manage performance, navigate group dynamics, and address resistance to change with empathy. However, these are now compounded by a set of entirely new challenges that have gained greater significance in the wake of the pandemic.
Mental health and burnout lie at the heart of these challenges, alongside managing the return to the office or implementing hybrid work models. We are witnessing a rise in individualism and a shift in priorities, as people strive to look after their well-being and make sense of the events of the last two years.
The chart below illustrates the primary challenges that leaders identify as needing to be addressed; this information was gathered by posing the question during one of our recent webinars.
A word cloud representing the challenges faced by leaders, including motivation, resistance to change, mental health, engagement, uncertainty, and the return to the office.
When it comes to leadership, there are numerous models and styles, most of which are highly valuable in helping leaders develop their competencies and refine their own leadership approach. However, if we wish to create a work environment where people feel engaged, involved, and fulfilled, there is only one effective solution: co-creation. By co-creation, we mean the collaborative effort between leaders, their teams, and the organization to build and foster a healthy team and organizational culture.
So, how does co-creation manifest in practice, and how can we implement it?
Let’s look at the case of two teams. Both belong to the finance department of an international company and have a diverse composition, ranging from administrative assistants—responsible for process-driven tasks—to middle and senior-level managers.
First team: The team functions well and generally meets its objectives. Regular meetings are held among senior-level managers, who define the processes and procedures. The structure is hierarchical, with little interaction between administrative assistants and managers. Although performance evaluations are conducted in accordance with company policy, they are perceived primarily as a mere administrative formality to satisfy Human Resources requirements. Managers view their role more as managing functions than as managing people. While some team members are engaged and motivated, many others see their work solely as a means to earn an income, with no interest in or opportunities for professional development. Communication from management is limited and typically restricted to instances where there are changes to policies or procedures. Furthermore, there is minimal interaction among members from different areas of the team, except when strictly necessary for work-related matters.
Second team: The team functions well and generally meets its objectives. There is constant, open, and transparent communication—both from management and among the team members themselves. Brief weekly meetings are held in which everyone participates, sharing ideas, proposing improvements, or raising any other matters they deem relevant to the well-being of the group. The team leader knows each team member and interacts with them on a regular basis. When errors occur, they are discussed openly, with a focus on learning. Managers take individual development very seriously, viewing it as a fundamental part of their role; they provide guidance to team members and seek ways to help them grow and develop continuously. Team members frequently express appreciation for one another, and there is a culture of collaboration and support. Each member has a clear understanding of their purpose within the team and the organization, and can see their personal values reflected both in the team and in their work as a whole.
Which team would you prefer to work on?
The main difference between the two teams is that, in the second one, co-creation is the cornerstone of the culture.
The leadership approach centers on collaboration, rather than adopting a directive or paternalistic style. Team members are aware of their responsibility in creating a rewarding work environment; they take an active, rather than a passive, role.
Co-creation requires certain prerequisites. First, it demands that everyone be willing and able to take responsibility for creating an excellent work environment. This means that leadership not only permits such participation but actively encourages it and strives to sustain it consistently. Second, communication, openness, and transparency serve as the pillars upon which everything else is built. Third, there is an ongoing effort to promote psychological safety—that is, fostering, through communication and personal example, a shared belief that the team is a safe environment for taking interpersonal risks. Establishing a climate of psychological safety provides individuals with the space they need to express themselves and share their ideas. Communication is continuous and two-way.
The key to implementing a culture of co-creation lies in focusing on the “emotional salary.” Emotional salary encompasses the non-financial benefits of work that motivate us, transform our perception of the tasks we perform, and foster our personal and professional development.
Developing an awareness of our emotional salary is fundamental to co-creation. By identifying what we value in our work, we can begin to appreciate what we already have and understand what might be missing. This process transforms our perception of work and empowers us to take on responsibilities, turning us into active co-creators and committed participants within our work environment and culture. This dynamic works both ways: if, upon analyzing our emotional salary, we discover that we lack many of the emotional benefits we consider important, we face a clear choice—either stay where we are and explore ways to gain more of what we value, or move on and seek new opportunities elsewhere. This is where the role of the leader—as well as the environment and culture in which we operate—becomes critically important. If these elements collectively encourage such exploration and provide opportunities to increase our emotional salary, we are far more likely to choose to stay, take ownership, and move toward co-creation; we will feel heard, valued, and motivated.
A chart showing five stages, ranging from gaining awareness to taking on responsibilities.
So, as a leader, how can you facilitate a transition toward co-creation within your team?
The first step in this process is to encourage your team to explore their “emotional salary” and share the results of that exploration. In our research, we have identified 10 distinct factors that make up the emotional salary:
Autonomy: The opportunity to enjoy freedom in the work environment, where an individual feels respected and trusted by others as a competent person; they are given the space to choose and manage how they organize their work, projects, and time, in a way that aligns with their personal values.
Belonging: Having a sense of connection to the team, the organization, or one’s colleagues. It involves feeling recognized, appreciated, and valued, as well as identifying with the role one plays within the work system.
Creativity: The opportunity to explore, develop, and express original, distinct, or innovative ways of doing things, which allows for the personalization of one’s work.
Direction: The opportunity to envision, create, and choose a professional path, along with the ability to make—or contribute to—decisions that affect that path.
Enjoyment: The opportunity to experience pleasure and fun, as well as to engage in social interactions that are relaxed, respectful, authentic, and built on trust—allowing space for spontaneity, appropriate humor, and play.
Inspiration: The opportunity to align one’s work with one’s deepest personal values, fostering a connection to a sense of possibility and a drive toward the best possible work performance.
Mastery: The opportunity to acquire, over time, a deeper understanding, greater skill, and more knowledge, enabling one to excel, gain experience, and develop a sensitivity to the nuances specific to one’s profession. Personal growth: The opportunity to develop self-awareness, learn from mistakes, become more reflective and flexible, and leverage the work environment to cultivate the qualities that make us better human beings.
Professional growth: The opportunity to develop talents, competencies, and skills through exposure to stimulating tasks and social interactions—such as exchanging ideas with colleagues, receiving mentorship, or being supervised—all while reflecting on mistakes and learning from them.
Purpose: Having a sense of ownership and significance in one’s work, feeling that it contributes both to a broader personal purpose and to that of the organization. You can use our free questionnaire to help your team explore their “emotional salary,” or ask them to read our article on how to take responsibility for their own emotional salary.
Once your team has a solid understanding of what “emotional salary” is and has begun to explore their own, you can use this concept as a framework to foster ongoing communication and move toward a culture of co-creation. This involves integrating the ten factors of emotional salary into your leadership style and discussing this aspect regularly with your team. Reflect on how you can create opportunities for your team members to experience each of these ten factors. For instance, consider the factor of “belonging”: how can you show your team that you value its members? What can you do to facilitate a sense of connection within the group? How can you ensure that each person is clear about their role, both within the team and th
