Leaders, are you losing the human connection

Leaders, are you losing the human connection?

In an era where we are more digitally connected than ever before, one might expect us to feel also closer to one another, but instead we have to ask why so many of us are feeling lonelier? As workplaces become central to our social lives, leaders face a crucial challenge: how to foster authentic human connections in an increasingly virtual world.

The workplaces of today are in many ways becoming central pillars in our social lives, shaping how we connect, collaborate, and find meaning. In a response to the market’s need to prioritise a purpose-driven mission, we come to expect that the workplace has a role in fulfilling our innate need as humans to connect with others and to feel part of a community. With one’s job becoming increasingly intertwined to one’s identity, where the lines between work and personal life continue to blur, much more has come to be expected of the workplace and one’s manager. This makes the workplace a powerful tool to address societal challenges, particularly the rising sense of disconnection and isolation many people experience. Our digital era with unprecedented technological connectivity is challenging the authenticity of our relationships, and we see our ability to form human connections being muddled. The growing epidemic of loneliness and mental illness speaks to this fact and has emerged as a critical health concern globally. Social isolation and loneliness are increasingly being recognised as a priority public health problem and policy issue across all age groups by The World Health Organisation. A number of international reports highlights the scale of the problem, but there are yet no international commitments to be seen, despite the issue being closely aligned with Goal 3 in the 2030 Agenda for Sustainable Development. In 2023 a WHO Commission on Social Health was formed with a report due in May 2025 to provide evidence and an agenda to combat social isolation and loneliness.

In striving to build an efficient and productive team with successful collaboration, leaders should not lose sight of efforts to ensure the wellbeing of their organisation and work to foster human connection. The very tools we use in the workplace that are designed to bring people together such as Microsoft Teams, Google Workspace, Zoom and Slack are in some ways contributing instead to a disconnect, driving people apart. The challenge for leaders is to find a balance between the virtual and the real and to leverage technology without sacrificing the depth and authenticity of human relationships. Leaders need to remind themselves of the importance of genuine connections with their team members and that it is often the simple measures and behaviours that make all the difference. Leaders across organisations in the workplace are in a unique position to be able to make real difference and a positive impact on fostering the connections that we increasingly crave to be able to live happy, productive and fulfilling lives.

The Workplace - a Social Anchor

The 21st-century workplace is vastly different from what it was just a few decades ago yet it remains an important social anchor. We humans have an innate need to connect with others and a need to feel part of a community. We need to be encouraged to relate and experience the support of others. The modern workplace is one of our primary elements, where we interact and foster connections that contribute to a broader sense of community and belonging. Beyond shared projects and professional goals, the daily interactions, casual conversations, and collaborative efforts weave a social fabric that can provide individuals with a strong sense of inclusion and purpose.

“The workplace is a space for shared projects and professional goals. With daily interactions, casual conversations, and collaborative efforts the workplace helps weave a social fabric that can provide individuals with a strong sense of inclusion and purpose.”

True difference can be made by leaders making the effort to get to know their employee with focus on general wellbeing, on what their family situation looks like, their social communities, their sources of human contact and support.

Organisations recognised by the Best Workplaces Awards often place priority on fostering strong social bonds within their organisations. Commercial achievements aside, they recognise that creating a sense of community and belonging is equally important.

The term ‘workplace bestie’ refers to a deep, meaningful friendship within the professional setting—one that extends far beyond casual conversations over coffee. These colleagues not only empathise with the challenges of daily work life but also play a crucial role in making the often-demanding environment feel more supportive, human, and enjoyable. A recent Gallup study on the impact of having a best friend at work highlights a growing trend: social connections in the workplace are becoming increasingly important, not only for individual well-being but also as a key driver of employee engagement and organisational advocacy.

A most effective and affordable wellbeing strategy in the workplace today is largely untapped: employee recognition. Being recognised in the workplace speaks to our need to matter to others, to be seen and valued.

The Paradox of Connectivity and the Loneliness Epidemic

Despite living in an era of unprecedented technological connectivity, loneliness has emerged as a critical health concern on a global scale. Digital platforms may allow for constant communication, yet they often fail to replace the depth and quality of face-to-face human interaction. This paradox is stark: in an increasingly interconnected world, millions feel isolated.

The consequences of this loneliness epidemic extend far beyond individual well-being. Chronic loneliness has been linked to serious health risks, including depression, anxiety, and cardiovascular issues. Neuroscience reveals that loneliness has a profound effect on the brain, influencing both its function and physical structure. It disrupts critical areas such as the prefrontal cortex, amygdala, and hippocampus, resulting in diminished cognitive abilities, including memory, decision-making, and social processing.

The effects for organisations are that lonely or isolated employees are more likely to experience burnout, have lower productivity and increased absenteeism. This decline in engagement doesn’t just affect morale; it impacts an organisation’s overall performance and profitability. While technological tools have revolutionised the way we work, they have also inadvertently contributed to feelings of isolation. The question then arises: how can leaders leverage new technology and workplace tools, without sacrificing the depth of human connection?

People, Place, and Purpose as Catalysts for Connection

In addressing the loneliness epidemic, workplaces have the potential to become powerful catalysts for societal change. Investing in people, place, and purpose isn’t just an ethical responsibility; it’s a strategic one. Organisations that prioritise human connection often see tangible benefits, including increased productivity, reduced absenteeism, and improved employee retention. Moreover, workplaces that foster strong social ties contribute to healthier, more resilient communities, amplifying their positive impact beyond organisational walls.

- People: Cultivating Authentic Relationships

Leaders have the unique responsibility to model authentic, empathetic relationships within their teams. By fostering open communication, encouraging collaboration, and promoting inclusivity, they create a culture where people feel valued and seen. Simple practices, such as regular check-ins, team-building activities, and mentoring programmes, can strengthen interpersonal bonds and help employees build supportive networks.

- Place: Designing Spaces that Encourage Interaction

The physical and virtual design of the workplace significantly influences how people connect. Thoughtfully designed office spaces that encourage spontaneous interactions—like open communal areas, collaborative meeting rooms, and flexible workspaces—can stimulate conversation and cooperation. In hybrid or remote settings, leaders must be intentional in creating digital spaces that replicate these opportunities for connection, using technology to foster rather than replace meaningful interaction. Simple changes such as starting meetings five minutes early or use the first few minutes for a quick check-in with everyone in the room, can make a big difference in maintaining the human aspect in virtual interactions.

- Purpose: Aligning Work with Meaning

When employees see how their work contributes to a greater mission, they feel a deeper connection to their organisation and colleagues. Leaders can re-enforce this sense of purpose by clearly communicating organisational values, recognising individual contributions, and linking everyday tasks to broader societal impacts. Purpose-driven work not only enhances employee engagement but also strengthens the communal bonds that combat feelings of isolation.

The recipe for success

Phrases like “bringing your whole self to work,” “fostering authentic connections,” and “building psychological safety” all point to a fundamental human need: the desire to feel connected. Leaders across the organisational hierarchy hold a unique responsibility—and opportunity—to cultivate relationships within the workplace that promote happiness, well-being, and meaningful social bonds. The challenge is clear: prioritise human connection as a strategic imperative. Start small—whether through regular recognition, fostering mentorship opportunities, or creating spaces (virtual or physical) for genuine interaction. Beyond the immediate positive economic rewards for your organisation, you will also contribute to healthier, more connected communities.

Based on insights from decades of interactions with business leaders and knowledge from leadership theories and research we at Alumni Global claim that building durable businesses require leaders that show characteristics that include humanity, authenticity, drive for growth and an agile mindset. Having develop processes to identify these competencies in leaders and tools to assess and develop them. You can read more about what now is needed of our leadership our new business landscape here.