Maintaining friendships at work boosts happiness and productivity. Cultivating these close relationships is even more important now as lockdowns and isolation have caused workplace burnout across America and around the world to reach an all-time high. [The World Health Organisation defines burnout as “chronic workplace stress that has not been successfully managed,” and which has three dimensions:
“The research is extremely clear that having friends at work has benefits,” says Marissa King of the Yale School of Management. “We get our sense of purpose and our intrinsic sense of motivation through relationships.”
One of the biggest keys to combatting isolation and increasing engagement is obvious but often overlooked: having close relationships at work. In fact, claiming to have a “best friend at work” is a powerful predictor of workplace engagement, which, in turn, is an antidote to feelings of isolation. Yet many organizations continue policies that dissuade or outright discourage people from socializing or becoming friends.
The Q12 engagement survey, which has been used by Gallup international management firm to gain feedback from 25 million employees for 20+ years, has consistently found that a strong relationship at work leads to improvements in customer engagement, profit, employee safety incidents and patient safety incidents:
The best employers recognize that people want to build meaningful friendships and further, that company loyalty is built on such relationships…Beyond any talk of business outcomes or scientific validity, though, is a very simple premise: To ignore friendships is to ignore human nature.
Stanford University Professor of Economics Nicholas Bloom said “an incredible 42% of the US labor force was working from home full-time” in June 2020. Bloom added that “by sheer numbers, the US is a working-from-home economy. Almost twice as many employees are working from home as at work.”
Bloom observed that a number of corporations are developing plans for more work-from-home options beyond the pandemic. A recent separate survey of firms indicated that the share of working days spent at home is expected to increase fourfold from pre-COVID levels, from 5% to 20%. He said:
Of the dozens of firms I have talked to, the typical plan is that employees will work from home one to three days a week, and come into the office the rest of the time.
An Upwork survey in October-November 2020 supported Bloom’s data, finding that 41.8% of the American workforce were working remotely. And an estimated 22% of the workforce will be working remotely by 2025. This is a “staggering 87% increase from the number of remote workers prior to the pandemic,” according to Upwork’s Adam Ozimek. Also, a mid-2020 survey PwC survey of CEOs from 67 countries found that 78% predicted “remote collaboration” would be a permanent feature of work after the pandemic. Therefore, all workforce arrangements would need to consider remote/hybrid work as a major factor in their future planning.
Gallup actively advocates friendships among remote workers – those working mostly from home. In fact, Gallup consultants believes such friendships “are crucial,” and they recommend how you can start to improve your team’s engagement. Even if you are not an actual team leader, you can speak with your boss and colleagues about introducing some of these team interactions.
As I noted in my article, “Employers need to communicate more during stressful times,” organizational and team leaders need to spend extra time and effort to make remote employees feel valued. Helpful suggestions about keeping it all together as head of a team are also made in Cropley’s Mental Health & Wellbeing Guide:
It can be challenging for remote teams to work together effectively, as distance makes it hard for people to build rapport with one another. You can use virtual ice breakers to help remote teams break down communication barriers. An ice breaker is simply an approach you can use to get conversations flowing, and to break down barriers or shyness between team members. You might use one to kick off a face-to-face training session, to get everyone “in the mood” for a meeting, or to energize a team event.
What to communicate in advance
You will have to decide how much information you give participants in advance of the ice-breaker activity. You may want them to prepare beforehand, if the exercise would benefit from them spending time thinking about their responses. Alternatively, you may want to keep the ice breaker a surprise, if you want people to flex their creative muscles and be spontaneous!
Mind Tools offers these suggestions for good virtual ice breakers:
The social question
The idea for this ice breaker comes from the online training service Guided Insights.
Ask each participant a “social” question. So, you could find out what someone enjoys doing outside of work, or ask if she has a funny story she can share about something that happened to her recently, and so on. Ask everyone the same question, or different ones if you want more variety in the responses.
Here are some more examples of what you might ask:
The time machine
The idea for this ice breaker comes from the About Continuing Education website, which provides resources for students, teachers and parents.
Ask the following question, to one participant at a time: “If you were able to travel through time, either forward or backward… :
Two lies and a truth
The idea for this ice breaker was developed by new-media consultant Joitske Hulsebosch.
Ask each team member to prepare a list of three interesting “facts” about themselves, two of which must be made up. These could comprise anything, from a pet they own or a hobby they love to a famous person they say they’ve met, and so on.
Then get other team members to decide on the facts they think are true. The team member who receives the most incorrect votes “wins.”
As the world has responded to the pressures of the COVID pandemic, many people have shifted to remote and hybrid
Research shows employees are your most important stakeholder group. They have the power to drive your operations forward or to
Bad timing is the single biggest reason journalists reject media pitches. A total of 25% of journalists participating in the