Creating a Culture of Belonging with Ankit Shah

In this Talent Management Insights interview, Ankit Shah, Manager of Culture & Engagement and Corporate Affairs at Advanced Drainage Systems (ADS), shares insights on building a culture of belonging in the workplace. He discusses the role leaders play in creating inclusive environments, the importance of psychological safety, and how organizations can adapt to meet the needs of a multi-generational workforce.

The Role of Leaders in Creating Culture 

Ankit believes that leaders are the primary drivers of organizational culture. 

“Leaders work with their teams every day. They influence engagement practices, shape team culture, and have the most impact on whether employees feel connected to the organization,” he says. 

One way ADS supports its leaders is through comprehensive leadership training programs. These programs focus on key concepts like psychological safety, cultural belonging, and ongoing feedback. 

“We’ve invested millions of dollars in leadership training. We bring in leaders from across our manufacturing plants and corporate offices for multi-day sessions. They learn how to build trust with their teams, provide ongoing feedback, and create environments where employees feel safe to speak up and take risks,” Ankit explains. 

Psychological safety is a core focus of these programs. 

“Creating psychological safety means building an environment where employees feel comfortable sharing their ideas and concerns without fear of negative consequences. It’s essential for innovation and engagement,” he adds. 

Building a Multi-Generational Workforce 

With five generations now in the workforce, building an inclusive culture that meets the needs of all employees is more challenging than ever. Ankit believes that the key to overcoming this challenge lies in communication. 

“Communication styles differ across generations. Some employees prefer formal emails, while others want quick text-like messages. Leaders need to ask their team members how they prefer to communicate and be willing to adapt their style,” he advises. 

Ankit notes that many organizations struggle with this because they rely on traditional, hierarchical communication methods. 

“We’re working in antiquated methods that don’t resonate with younger generations. Leaders need to be more flexible and meet employees where they are,” he says. 

Creating a Culture of Belonging 

For Ankit, creating a culture of belonging is about making employees feel heard, valued, and respected—regardless of their role. 

“At ADS, our culture statement emphasizes that we want all employees to feel heard, valued, and respected. Whether they’re working on the frontline in our plants or in corporate offices, everyone should feel like they belong,” he shares. 

Ankit believes that fostering belonging requires leaders to go beyond transactional interactions and focus on building genuine relationships with their teams. 

“It’s about creating a transformative leadership style. Leaders need to take the time to understand their employees’ strengths, interests, and goals. When employees feel seen and supported, they’re more likely to go above and beyond for the organization,” he says. 

Success Stories in Building Culture 

Ankit shares an example of a leader who consistently fosters a culture of belonging in their team. 

“This leader starts every meeting by asking if anyone has created psychological safety for someone else that week. They discuss it openly, share examples, and uplift their team members. It sets a tone of support and inclusivity,” he says. 

According to Ankit, leaders who prioritize culture-building efforts see reduced turnover, higher productivity, and improved morale. 

“People don’t leave jobs; they leave managers. When employees feel heard, valued, and respected, they’re more likely to stay and contribute meaningfully to the organization’s success,” he concludes.

Conclusion 

Creating a culture of belonging is not just a nice-to-have; it’s essential for organizational success. By focusing on leadership, communication, and psychological safety, organizations can build environments where employees thrive. As Ankit puts it, “Let’s bring the human back into human resources.”