2026 Schedule

This panel brings together experienced service and support leaders to explore how "space" is created—or quietly removed—inside high-pressure environments. Through candid discussion, panelists will examine how common practices such as over-optimization, rigid escalation paths, constant urgency, and unclear decision ownership can unintentionally silence teams, increase emotional labor, and undermine both employee and customer experience.

Rather than focusing on abstract culture initiatives, this conversation centers on real leadership choices: where judgment is constrained, where silence is rewarded, and where well-intended controls slowly erode trust and engagement. Panelists will share practical examples of what broke belonging in their organizations—and what helped restore it—without sacrificing accountability or performance.

Attendees will leave with a clearer understanding of how belonging functions as a structural outcome, how creating space enables better decision-making and more consistent service, and what leaders can do to intentionally design environments where people can think, speak, and contribute fully.

This session is designed for service and support leaders who want to move beyond symbolic belonging efforts and build organizations where trust, clarity, and sustainable performance can coexist.

Takeaway

1. Understand how belonging is shaped by system design, not intent, and recognize how everyday leadership decisions around metrics, escalation paths, and urgency directly influence whether people feel safe to think and speak.
2. Identify where "space" has been unintentionally removed from their service organizations, and how that absence shows up as silence, risk-avoidance, emotional labor, and disengagement.
3. Recognize the hidden costs of over-constraining teams, including reduced judgment, inconsistent service quality, and increased attrition—despite strong performance on surface-level metrics.
4. Learn practical ways leaders can intentionally create space—such as clarifying decision ownership, loosening low-value controls, and making it safe to surface friction—without sacrificing accountability or operational rigor.
5. Leave with specific leadership behaviors to test immediately, helping restore trust, improve decision-making, and build environments where people can contribute fully and sustainably.