In a recent LinkedIn post on South Africa’s hosting of the G20, Nick Erberhl reflected on the many international delegates who expressed deep appreciation for our country’s hospitality, the warmth of our people, and our welcoming nature. It filled me with tremendous pride when I read these delegates’ comments. They were speaking of something deep and profound: they felt welcomed, yes, but also deeply seen; treated like they mattered, whether well-known or not. They felt a sense of belonging.

As South Africans, we have a unique ability to unite when the stakes are high. We seem to inherently know that in relationship with others we can achieve anything we set our minds to. This connection is more than what is spoken—it’s about how we show care: a smile, a greeting, or asking about someone and their family. These small gestures truly matter to human beings.

But why do we seem to lose our way between G20s and World Cups? In my work, I encounter countless spaces—especially in organisations—where people are desperately searching for the connection and belonging we lavish on outsiders when the need arises. I see it in high levels of disengagement, addiction, debt, loneliness, bullying, and poor mental and physical health. Why does our intrinsic spirit of ubuntu dissipate where it is needed the most—between us? We are exceptional at seeing one another in high-profile moments, spreading warmth to visitors. What gets in the way as South Africans—and especially as leaders—and how do we reclaim this superpower in every space we occupy?

In reflecting on this, I share a recent experience of belonging. As an industrial psychologist, a large part of my work is putting myself in spaces that challenge my ways of being and leading. Recently, I attended a community-building workshop with extraordinary leaders from business and civil society. They quietly do incredible work, often against great odds, with a strong sense of purpose and a vision for co-creating a better future. I entered the workshop not knowing anyone, yet immediately felt no need to perform or prove myself. People were interested in me for who I was, not my background or qualifications. Just showing up—flu, antibiotics, and all—was enough.

From the moment I entered, music played, my name appeared on a flipchart, I was welcomed into a circle, and handed a workbook with a personalised, hand-painted cover page. Every detail showed care. We’ve all experienced something similar: a friend checking in on you, a leader acknowledging your efforts, a parent listening attentively. Small acts, yet immensely powerful.

What I learnt: as leaders, we must consciously create spaces of care and belonging. It’s shaped by conversations, questions, and listening. These practices allow everyone to own their space, deepen thinking, and reflect on contributions. In this workshop, there was no model, no framework, no jargon—just the same relational power at play at the G20, enacted in real time. Leaders often fear that “connection” is too soft or immeasurable. But yes—knowing your people and showing care is simple in concept, yet the hardest work of all.

We urgently need structures and cultures that make people feel seen, heard, and valued—not for what they do, but for who they are. This benefits both people and business: those who feel a sense of worth bring their A-game to work, just as everyone from drivers to sherpas did for the G20. Terms like “psychological safety,” “active listening,” and “empathetic leadership” are widely used, but at the foundation is connection and belonging. Simplifying and practicing being deeply human enables people to bring their best selves.

To all leaders, be inspired by the G20 and what’s possible. Consider the spaces you occupy and reclaim relational power in small ways: greet people, show curiosity about their lives, get to know your team, allow others to own their space, and value their voices. When you do this, people will shine in every space they occupy.

Taegan Devar is an Industrial Psychologist and the Managing Director of Organisational Development company Fineline Consulting. Fineline works across South Africa and the continent, focusing on leadership development, self-sustaining wellness and safety programmes, Women in Mining, executive coaching, and team building. For more information, contact info@fineline.co.za.