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People want connection—deep connections to friends and family, purposeful connections to their work and livelihood. We even find meaning in loose connections, like those we have with neighbors, friends of friends, and co-workers.
Yet, connection can be hard to find these days. Many of us work in hybrid or more distributed ways than we did five years ago. Technology has given us so much flexibility, which sometimes comes with a cost. While a 2021 study by Owl Labs found that 90% of employees reported the same or higher productivity when working from home, 67% of remote workers feel less connected to their colleagues.
As the boss with a capital B, I want to do everything I can to give space for whatever my colleagues are going through at work. Clockworkers feel the same things many folks are feeling these days: tired, overwhelmed, and on edge, but also grateful and committed. We discuss this in our Slack channels and are open about our struggles and successes. Being a human is hard right now, and I can’t fix that. No one can. But the connections we find through honesty and a little togetherness can be a bit of a balm. I was reminded of this last week when our distributed company met for our annual gathering, code-named Big Ass Event, or BAE.
If you or your team are feeling disconnected, for whatever reason, I want to share what we learned about building connections in our three-day extravaganza.
Create shared experiences that aren’t only about work: We had a bowling night and a trip to a baseball game, which were huge hits. As cheesy as it sounds, having fun together creates memories and bonding moments. Our decision to honor Juneteenth together and learn from our guest speaker, Seena Hodges, impacted us all. Shared learning experiences expand our perspectives and ground us in community, which builds trust.
Facilitate knowledge sharing that breaks through hierarchy and silos: Sharing what we know with colleagues can be a powerful tool, not just for business but for fostering respect and spotlighting pockets of expertise. Providing insights into different roles and solutions to various problems can drive innovation—people can connect the dots and see the bigger problems more clearly.
Encourage personal storytelling to deepen relationships: I got a little emotional when sharing stories of Clockwork’s history. We can underestimate how much history is lost as people inevitably come and go from a team or organization. The silly details we shared gave newer people a sense of the bigger story they are now a part of. In past years, staff shared lightning talks highlighting their interests, obsessions, or hobbies. These were fun ways to share individually and add dimension to the work personas we bring to the office or Zoom every day.
Balance structure and spontaneity to allow for different patterns of behaviors: While we had planned activities, we also left room for impromptu interactions. This variety gives different people with different social styles opportunities to participate. We also made it really clear that rest and breaks are encouraged and supported. No one was forced to do trust falls or go bowling.
Use technology wisely: Digital tools are great, but be mindful of “screen fatigue.” Don’t bring everyone together just to stare at a projection screen all day. Mix up how and where you all meet and share to keep things fresh and engaging. We had teams on boats, teams sipping margaritas, teams figuring out how to get out of an escape room, and teams playing whirlyball! The margarita folks were probably the smart ones. But I’ll never tell them that.
No matter what your work structure is—remote, hybrid, or in-person—connection is key. And connection isn’t a given, even in the same room. It’s an effort you can cultivate and create with intention. But you cannot force it. It’s in shaping moments, letting everyone show up as they are, and seeing what happens. It’s in letting people find organic conversations and natural connections. As we think about what is needed at work, it’s more of that.
Connectedness matters. It’s not just a warm-and-fuzzy nice-to-have; it’s a human need with consequences. It impacts:
Mental Health: A study in the Journal of Occupational and Environmental Medicine found that socially isolated remote workers are more prone to depression and anxiety.
Innovation: Harvard Business Review says spontaneous, in-person interactions are gold mines for new ideas.
Loyalty: Research in the Journal of Vocational Behavior shows that feeling connected makes employees more likely to stick around.
The energy we get from being together isn’t only about our feelings in those moments. The experiences give us a sense of connection and purpose that will fuel our daily interactions and collaborations in the months ahead.
Physical proximity doesn’t equal a strong company. It’s about the strength of our connections and our shared commitment to the mission. By blending flexibility with deliberate efforts to foster genuine human relationships and understanding, we can create workplaces that are not only productive but also deeply fulfilling. So how about we do that? How can you do that?
Image credit: Sergio Carabajal | Pixabay
We’re coming up on the last days of Pride month and this year, more than most in recent memory, has been particularly loud and contentious. Still, you should probably know I am a proud member of the LGBTQIA2S+ community. I feel like I have a responsibility to be honest and confident about my identity and my life because everything we do now, as leaders and good humans, paves the way for future leaders and other good humans who need the hand. When leaders are open about who they are and accepting of others, it sets a powerful example. This openness creates a more inclusive environment, encourages authenticity, and leads to better outcomes at work and in society at large.
Pride is important because it affirms the inherent dignity and worth of LGBTQIA2S+ individuals in a society that has historically marginalized them. It provides visibility, fosters community, and challenges discriminatory attitudes. So, the idea that many folks are particularly bothered this month is by design. We are ready for the dialogue.
Leaders who model acceptance and openness about their own identities help normalize diversity and create safer spaces for others to do the same. This is crucial because, contrary to outdated beliefs (which I have heard more and more lately), being gay is not a mental illness or a deviance. The American Psychological Association (APA) officially declassified homosexuality as a mental disorder in 1973. In their 1991 paper, "The Social Organization of Sexuality," researchers Laumann, Gagnon, Michael, and Michaels provided extensive evidence that same-sex attraction is a normal variant of human sexuality. By embracing and celebrating diversity, leaders have the opportunity to foster environments of respect, understanding, and equality.
And, as I like to say, people don’t matter because you understand them or because you “agree” with them. All humans are good and valuable because they were born. Not because you decide they are. But also, science says so.
Happy Pride, friends. I feel like this year, we’ve really earned it.
Bonus reading:
The History of Gay Pride
So You’re Sick Of Hearing About LGBTQIA+ Stuff? Me Too!
“Even a brief interaction can change the way people think about themselves, their leaders, and the future. Each of those many connections you make has the potential to become a high point or a low point in someone's day.” — Douglas Conant
