In a world where many are questioning the future of DEI, NASCAR is doubling down on a different approach: radical honesty. During a recent panel on “Building Belonging Without Backlash,” Tyrese Manigault, Senior Manager of Employee Engagement at NASCAR, shared how the organization uses “We Engage”—a core part of their performance strategy—to foster a true culture of belonging.
The secret? It isn’t about having a perfect answer for every issue. It’s about being intentional with the time spent together and honest about what leadership can actually fix.
Listening with Purpose
For Manigault, listening isn’t a passive exercise. It’s a top-down commitment where leaders enter spaces with employees specifically to find the common threads—whether those themes are tied to a specific location, a department, or a demographic.
The goal is to find the areas where the company has the “control or influence” to make a real impact. But it’s his take on the things leadership can’t control that offers the most striking insight for HR leaders today.
Honesty as Reassurance
Manigault argues that true belonging is built when leaders are brave enough to admit their limits. He notes that sometimes, there is a “monkey in the room” (an outside issue or a massive shift) that leadership simply cannot change.
However, by acknowledging those outside pressures instead of ignoring them, employees feel a deeper sense of reassurance. They know they have been heard and understood, even if the solution isn’t immediate. As HR leaders continue to build a modern workforce, NASCAR is proving that intentionality and honesty are the most effective tools for keeping everyone on the track.