How People Connect at Work

The modern workplace is both fast changing and more complex than ever. Our workforces balance remote work, hybrid arrangements, return to office mandates, AI and fast evolving technology in a rapidly changing world. 

One of the central challenges for today’s workers is connection; how our people connect - and collaborate - at work is crucial for the long-term success of both organisations and their people. Traditional signs of workplace connection, such as camaraderie and team collaboration, are being challenged and expanded to better understand what really drives engagement, motivation, and productivity. 

When we emerged from the Covid pandemic, it seemed that many workers felt disconnected from the their workplaces, as evidenced by much hyped trends such as ‘quiet quitting’ and ‘The Great Resignation’. Whilst some leaders saw the solution as bringing everyone back to the workplace - either by influence or, more recently, mandate - most data and insights continue to indicate that workplace connection is much more than physical proximity. 

In fact, recent research from the NeuroLeadership Institute indicates that it’s a multidimensional concept involving four key types of connections: colleague, leader, employer, and role. Known as the CLEAR model, this framework provides insight into how organisations can build stronger, more resilient connections across their workforce.

Colleague Connection

One of the most familiar forms of connection in the workplace is the bond between colleagues. These relationships often involve trust, collaboration, and mutual support. When employees have strong social ties at work, they tend to perform better and feel more engaged. Colleague connections foster a sense of interdependence where teams work together to solve problems, exchange ideas, and provide emotional support.

However, the dynamics of colleague relationships have shifted, particularly with the rise of remote work. While technology has made it easier to communicate across distances, it can also create a sense of isolation. Organisations need to find ways to foster meaningful connections between colleagues, whether through virtual team-building activities, collaboration tools, or occasional in-person events.

Leader Connection

The connection between employees and their leaders is another important factor for better workplace engagement. Research suggests that as much as 70% of variances in team engagement can be attributed to managers. A strong leader connection should offer employees clear communication, support, and guidance. And employees who feel that their leaders care about their development, and provide valuable feedback, and offer autonomy, are much more likely to feel more motivated and engaged.

However, with many leaders now pushing for a return to a workplace, some employees will begin to feel their autonomy is being undermined. This could lead to a breakdown in trust and engagement. 

Leaders must focus on understanding their employees' individual needs and motivations, and then find a balance between any company/office policies, and personal autonomy. Creating open lines of communication and empowering employees to make decisions about how they work best is crucial for maintaining strong leader connections.

Employer Connection

Beyond the immediate relationships with colleagues and leaders, employees also need to feel a connection with the larger organisation. This "employer connection" refers to how well an employee’s values align with the company’s mission and goals. When employees believe that their work contributes to something meaningful, and also aligns with their personal values, they are more likely to stay committed and engaged.

Employer connection can suffer when organisations fail to communicate a clear vision, or when their actions contradict their stated values. For example, when companies enforce return-to-office mandates without considering employees' well-being or input, it can erode trust and make employees feel disconnected from the organisation's mission. To foster a strong employer connection, organisations have to be transparent, authentic, and aligned in their actions and values.

Role Connection

The final piece of the CLEAR model is the connection employees feel with their own roles. Role connection happens when workers are engaged in their tasks, they find satisfaction in their work, and have a clear understanding of their responsibilities. This type of connection is closely tied to the concept of "flow" - when employees are so absorbed in their tasks that they lose track of time and perform at their best.

When employees have role clarity, they know what is expected of them, how their work contributes to the organisation's success, and how they can grow within their role. The organisations can foster role connection by providing clear job descriptions, setting achievable goals, and offering opportunities for professional development.

The Importance of Taking a Holistic Approach

Understanding and addressing each of these four types of connections—colleague, leader, employer, and role—is crucial for creating a thriving workplace. A one-size-fits-all approach, such as mandating a return to the office for all employees, will likely fail because different employees prioritise different types of connection. 

Leaders must take a holistic view of workplace connection, understanding that each employee's needs and preferences will vary based on their unique circumstances. This more nuanced view of connection will help organisations create an environment where employees feel valued, engaged, and motivated to contribute to their fullest potential.