In the modern world, business leaders must consider feelings of loneliness and isolation within their organisations. The emotional state, often overlooked, can significantly affect employee wellbeing and overall productivity. The paradox lies in our modern capabilities. We are more connected than ever before across organisational and geographical boundaries, yet loneliness is rising rapidly in both our home and work lives.
A 2023 study by People Management revealed that more than half of employees across all age ranges and sectors feel lonely most of the time. A recent report for the All–Party Parliamentary Group on Tackling Loneliness and Connected Communities revealed that 10% of all employees in the UK experience loneliness in the workplace. It manifests as a chronic condition, where emotional closeness with colleagues is elusive, and where there is an internal belief that few people ‘truly know me or would support me in a time of need’. Despite advancements in technology and communication tools, the human need for genuine connection persists.
In contrast to the current view of the UK government, which promotes hybrid working, Amazon has instructed all employees to return to the office five days a week. Andy Jassy, chief executive of Amazon, argued that working at the office supports collaboration, connectivity and wellbeing. However, by itself, this will not reduce loneliness. For many, when they do come to work, there is no one around.
Unless we take action, loneliness in the workplace can spread like a virus. Below are several measures leaders can implement to reverse this trend.
- Increase psychological safety. Suffering from loneliness carries stigma and shame. It is important to invest more in a climate of psychological safety, where people can express painful emotions around loneliness without fear of being ridiculed.
- Allow time for micro-moments of connectivity. Our daily work is often packed with virtual meetings, schedules and tasks. But we also need to allow time for human connections, keeping space in our diaries for informal, in‑person catch-ups with colleagues and strategic partners.
- Reset expectations. Leaders need to reset expectations with their team. This includes having regular meetings to discuss the right balance of face-to-face and virtual working, and open conversations on how roles are shifting and how decision-making should be carried out.
- Insist on staying connected and provide virtual working skills. Our genetic make-up favours face-to-face connection. Where possible, aim to get teams together. But it’s important not to lose the progress made with virtual connectivity. Our research showed that employees are asking leaders to help them develop new skills in maintaining connections with people working from home.
- Show empathy and concern. The late actor Robin Williams said in World’s Greatest Dad: “I used to think the worst thing in life is to end up all alone. It’s not. The worst thing in life is to end up with people who make you feel all alone.” Leaders at all levels can benefit from reflecting on whether they are unintentionally making people feel alone. Are they open to other people’s feelings and emotions, or are they busy with their own agendas?
The loneliness epidemic is affecting us today, and leaders must act now. Turning a blind eye can have significant implications for productivity and morale.
