The Intermediary – October 2025 - Flipbook - Page 82
B RO K E R B U S I N E S S
Opinion
A silent risk to
performance
and wellbeing
L
oneliness is oen
imagined as something
that happens in old age
or isolation, but it is
increasingly prevalent
in workplaces – even in
bustling open-plan offices or hyperconnected digital teams. This quiet
epidemic affects not just wellbeing
but also engagement, creativity, and
organisational success. For leaders,
understanding and addressing
loneliness is not a ‘nice-to-have’ – it is a
strategic necessity.
What is loneliness?
Psychologists define it as the subjective
feeling of lacking meaningful social
connection. A person may have
colleagues around them all day, yet
feel isolated if those interactions
fail to meet their emotional needs.
Conversely, solitude – chosen
aloneness – can be positive and
restorative. The key difference lies
in perception. Loneliness has been
described as a social pain signal,
alerting us to unmet relational needs.
Ignoring it has consequences.
Why it matters
We spend roughly a third of our
waking hours in professional
environments. The quality of
our workplace relationships has a
disproportionate impact on mental
health and performance. Studies link
loneliness at work with:
Lower engagement: Employees
who feel disconnected are less likely
to be innovative or commied.
Higher stress: Loneliness increases
cortisol levels and reduces the body’s
ability to regulate stress.
Reduced collaboration and
trust: Psychological safety is a key
predictor of team effectiveness.
Physical health risks: Chronic
80
The Intermediary | October 2025
AVERIL LEIMON
is co-founder
of White Water Group
loneliness is associated with
increased risk of cardiovascular
disease, weakened immunity, and
even mortality.
Modern drivers
In short: loneliness is not a private
issue. It is an organisational risk
factor. Several aspects of modern work
amplify it:
1. Remote work: Video calls
cannot fully replicate the microconnections of shared physical
space. Many report ‘Zoom fatigue’
yet still feel disconnected.
2. High competition and
individualisation: Cultures that
reward individual heroics over
team contribution can discourage
genuine connection. Colleagues
become rivals rather than allies.
3. Diversity without inclusion:
Employees who feel ‘different’ —
gender, ethnicity, age, working
style — may find themselves socially
isolated, even if formally included.
Belonging requires more than
representation.
4. Stigma around vulnerability:
Admiing loneliness can feel risky
in professional contexts where
strength and competence are
prized. Employees may suffer in
silence.
Leadership’s role
Research highlights several effective
leadership approaches:
Model authentic connection:
When leaders share appropriately
about their own challenges, they
normalise openness.
Build psychological safety: Teams
where people feel safe to speak up
perform beer.
Prioritise inclusion: Small
actions – inviting different voices
into meetings, acknowledging
contributions, celebrating diversity
– reduce the experience of being ‘on
the margins’.
Design for connection: Hybrid
workplaces need intentional design.
This might mean creating rituals
– weekly check-ins, cross-team
coffee chats – or physical spaces that
promote interaction.
Recognise relationships as work:
Oen ‘relationship-building’ is
treated as secondary to ‘real work’.
In truth, strong relationships are the
infrastructure of performance.
While organisations carry
responsibility, individuals can also act:
Nurture micro-connections: Even
brief, positive exchanges act as a
buffer to loneliness.
Seek allies and mentors: Building
even one trusted relationship
significantly reduces loneliness.
Use curiosity: Asking genuine
questions can transform surfacelevel chats into meaningful ones.
Set boundaries with digital tools:
Endless messaging can simulate
connection without satisfying it.
Replace some online exchanges with
phone or in-person.
Competitive advantage
A workforce that feels connected
collaborates beer, innovates more,
and stays longer. In a competitive
talent market, cultures of belonging
are a differentiator. For leaders, the
question is not whether loneliness
exists in your organisation, but
whether you are willing to address it.
Creating connection is not fluffy work
– it is foundational. ●
