Practical actions managers & organisations can take to build connectedness
In practice, connected leaders trust others, are trusted by them, have strong peer networks, champion enterprise-level leadership, remove silos, and take time to listen to people at different levels in the organisation.
Building connections and relationships
The best manager/leaders build and nurture constructive relationships internally and externally. They take the time to really know others. They care about the enterprise beyond their own team. They pay attention to the impact they have on others, flexing their approach to get the best from others.
(Source: Hemsley’s Management and Leadership framework, 2023)
- Takes time to get to know colleagues as people.
- Trusts others, and is trusted by them.
- Supports the team to be connected with each other.
- Fosters a climate where it’s OK to disagree.
- Encourages trust and sharing of resources across teams.
- Collaborates with peers and develops a strong network.
- Considers the impact of their actions on others and adapts their approach according.
- Manages conflict positively.
Priorities for managers and leaders
Drawing on the research in neuroscience, psychology, and organisational behaviour, we have developed the S.P.A.R.K. method: a comprehensive framework to help managers foster human connectedness in the workplace, there are five key pillars:
Sharing
Model authenticity and vulnerability by sharing personal stories, challenges, and successes. Encourage team members to open up and share their personal experiences, emotions, and stories. This helps to create a sense of vulnerability and trust, which fosters deeper connections.
Purposeful
Clearly communicate the organisation's mission, values, and goals, and help employees understand how their work contributes to the bigger picture. This can create a sense of purpose and meaning, strengthening employees' connections to the organisation and each other. Pair remote employees with mentors who can provide guidance, support, and a sense of connection to the team and the organisation.
Asking
Encourage curiosity and engagement by asking open-ended questions - allowing for richer conversations and greater understanding of one another's perspectives. Schedule frequent check-ins between employees and their managers, as well as among team members, to maintain open communication.
Recognising
Respond empathetically and thoughtfully to others' experiences, showing that you care and value their input. Recognise and celebrate employees' achievements, both big and small, and encourage a culture of learning and improvement by embracing failure as an opportunity for growth.
Keeping
Maintain and nurture connections by staying in touch, supporting one another, and celebrating successes together. Encourage employees to work together on projects and initiatives, promoting collaboration, information-sharing, and mutual support. Make sure team habits and practices reinforce connections between team members and with the work.