From Isolation to Impact: Why Connection Drives Performance

I recently attended an insight session with organizational psychologist Connie Hadley (Institute for Life at Work), who highlighted research-based insights showing the strong relationship between workplace loneliness and performance, learning, and retention. As a coach and consultant working with global leaders and teams , I believe this issue is crucial to understand and address, especially since it is closely connected with psychological safety.

Psychological Safety: The Foundation

Psychological safety is defined as a shared belief held by members of a team that the team is safe for interpersonal risk-taking. It affects whether people feel able to speak up, ask for help, challenge ideas, or admit uncertainty.

It is particularly important during periods of change, uncertainty, and pressure, which are common in today’s workplaces. When psychological safety is present, organizations see benefits such as:

• Stronger learning and innovation

• Higher team effectiveness

• Healthier work relationships and a greater sense of belonging

  
  

When absent, workplace loneliness can increase.

Work Loneliness: Definition and Impact

Work loneliness is defined as:

A distressed experience of having a higher desire for workplace connection than what is subjectively experienced while working.

The impact is measurable:

• Higher healthcare costs

• Increased daily stress

• Lower productivity and efficiency

• Higher absenteeism and turnover

  
  

Data shared by Connie (based on 997 U.S. knowledge workers, Hadley & Wright, 2025) showed that highly lonely employees experience:

• 25% lower job satisfaction

• 91% higher thoughts of quitting

  
  

The Fearless Organization report found:

• 42% of employees report feeling lonely at least sometimes

There is a strong correlation: lower psychological safety is associated with higher loneliness.

How Psychological Safety and Loneliness Are Connected

Loneliness increases when people feel unseen, unheard, or undervalued. In low-safety environments, employees may:

• Anticipate rejection

• Withdraw instead of reaching out

• Experience fewer opportunities to build relationships

  
  

Importantly, this is not solely a remote-work issue. Employees in offices five days a week can report higher loneliness than others, showing that the quality of connection matters more than physical presence.

AI and Human Connection

AI tools can improve efficiency but may reduce everyday interactions that build trust, belonging, and psychological safety. Preserving human connection requires intentional design, especially when routine tasks become increasingly mediated by technology.

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What Can Be Done:

Addressing loneliness and psychological safety requires coordinated action across organizational, managerial, and individual levels.

Organizational Level: The UNITE Framework

• Understand the drivers and consequences of loneliness, including cultural dynamics

• Normalize open discussion about connection in culturally appropriate ways

• Invest resources in interventions, not just statements

• Trial initiatives using a test-and-learn approach

• Evaluate outcomes and adapt

  
  

Manager Level: Everyday Behaviors Matter

Managers influence employee connection more than any other factor. Effective practices include:

• Collecting feedback on their behavioral impact

• Encouraging initiative and input

• Demonstrating genuine care and concern

• Listening attentively

• Making time to discuss issues that matter to employees

A practical formula for encouraging speaking up includes:

1. A clear rationale for why contributing matters

2. Accessible and visible ways for employees to provide input

3. Positive reinforcement when employees engage

   
   

Individual Level: Small, Intentional Moves

Employees can also take action:

• Assess their own psychological safety and work loneliness

• Increase small, regular interactions

• Integrate connection into daily workflows

• Use structured opportunities, such as team check-ins or psychological safety days

• Prepare in advance before contributing in meetings, if needed

Workplace loneliness is not about personality, introversion, or resilience. It is a systemic outcome of work design, leadership behavior, and the degree to which people feel safe to be human at work.

My Reflection

1. Culture shapes how loneliness is experienced.

For example, in many East Asian contexts, norms around hierarchy, group harmony, and face-saving can make employees less likely to voice struggles or seek support openly, which may amplify hidden loneliness. On the other hand, a more group-oriented culture, when paired with a positive organizational culture and high psychological safety, may result in lower levels of loneliness than often seen in Western contexts.

2. While experiences vary across cultures, the underlying need for connection and psychological safety is universal.

All organizations, regardless of region, must find culturally relevant and accessible ways to address loneliness to protect both performance and well-being.