By Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world’s largest HR professional society and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”
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Question: Our business is spread across the country. I end up mostly working with colleagues, vendors, and clients who live and work in other cities and states. We collaborate and communicate via tech applications and internal communications platforms. I feel like I’ve lost most of my human connection at work. How can I find a balance between working with and through technology and connecting with actual people? – Devi
Answer: With in-person work environments, organic conversations unrelated to work naturally foster understanding, respect, admiration, and trust among colleagues. These vital connections underpin strong work relationships, promoting synergy, collaboration, and communication, enhancing the work environment, and building cohesion.
However, business and work are becoming more decentralized. In today’s world of work, teams are commonly dispersed across the country and even the world. Many employers wrestle with the unique challenges remote work arrangements present, especially the lack of human connection. Finding a balance between working with and through technology and connecting with actual people requires more intentionality in a virtual space. There are many strategies to consider in fostering meaningful human interaction and collaboration.
If you’re a manager, bring your team together by creating virtual meetups, such as coffee chats, with colleagues (separate from required meetings). This can be a fun way to connect on a deeper level. Employees will then have a set time for personal conversations to get to know each other better.
Suggest that your information technology department create social channels using company communication platforms such as Slack to bring employees together. Setting up a food, pet, or game channel can be a great way for workers to get to know one another on a more personal level. Leveraging these virtual spaces will show the human side of remote workers and offer a glimpse into their daily lives and passions.
Sharing in others’ challenges and victories can also foster empathy. Recommend a fitness challenge in which employees post pictures of their workout journeys or share healthy recipes.
Send personal messages or arrange regular one-on-one check-ins with team members. Plan in-person meetings with clients and vendors, when possible, to strengthen business relationships. And, if you’re a manager, schedule quarterly or annual social events all employees can attend throughout the year, such as holiday parties, regional meetings, or team-building retreats.
Finally, join local industry associations or groups. This is a great way to network with peers in your field.
Ultimately, enhancing video connections and developing online social interactions can be the beginning of actively connecting employees and bridging the drawbacks of everyday use of technology in a virtual environment. Continued efforts to improve transparent communication and focus on the well-being of others can reduce, if not eliminate, the loss of human connection at work.
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I manage a group of eight researchers. Our employee feedback lists empathetic leadership as one of the needs our staff values. I’m often torn between our considerable work demands and ensuring my staff feels good about how we interact with them. How can I become a more empathetic leader while also getting the best work from our team? – Harrison
The balance between leadership demands and empathy is delicate, especially in research or any high-pressure environment.
Empathy is an essential leadership skill involving introspection, embracing vulnerability to build relatability, and creating a safe space for others to do the same. It means actively listening to your team’s viewpoints and considering their perspectives before making critical business decisions. By cultivating empathy, you can boost team productivity and increase engagement.
First, focus on honing your active listening skills. Regularly check in with your team members, not just about projects and deadlines but also about their well-being and any concerns they might raise. Show genuine interest in their personal and professional lives. Employees who feel heard and valued are more likely to be engaged and motivated. Let them know their voices matter. These conversations build trust and allow team members to openly share their challenges, fostering an environment where empathy thrives. Remember, empathy isn’t about fixing problems – it’s about understanding them first.
Next, recognize signs of overwork before burnout sets in. Empathetic leaders can identify these signs and help team members recover. Actively listen to their work concerns, validate their feelings, and provide resources to manage workloads effectively. By promoting a culture of transparency and support, you can proactively address overwork and cultivate a healthier, more productive team.
Consider ways to offer your team stress relief, not just suggest it. Empathy requires action. You can provide your team with the time and tools needed to manage stress, such as encouraging short breaks and mindfulness sessions, using paid time off, or offering access to mental wellness resources. Prioritizing their well-being is key to maintaining a refreshed, reenergized, and refocused team.
Finally, recognize that empathy and productivity go hand-in-hand. Empathetic leadership not only meets your staff’s needs but also cultivates a culture of high performance and mutual respect. When your team feels seen, heard, and valued, they’ll feel more empowered to achieve their goals.
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