Workplace loneliness

As the saying goes, “it gets lonely at the top”. The human side of leadership can be a challenging one. There are many expectations that are set by ourselves and those set by others. With the theme of this year’s Mental Health Awareness Week being loneliness, it is a good time to discuss leading through the lens of mental health before this month ends.

Interestingly, workplace loneliness is not more frequent at the top. Research shows that there are no differences in reported loneliness between managers versus non-managers. This means that the field is even when we approach humans as equals in the workplace, all with the same potential to experience mental health concerns.

While we must also consider the effect of the pandemic on increasing workplace loneliness, it is important for us to use an evidence base to support changes in business practices.

Loneliness is a perceived state of unsatisfactory connectedness with people and the surrounding environment. In the workplace context, loneliness lends to the notion of a disengaged and disconnected employee where a person feels isolated from both work and colleagues.

The current data surrounding workplace loneliness shows higher reported levels of loneliness in work from home arrangements when compared to in-office environments. Hybrid working models remarkably sit midway between the two. A state of loneliness is also linked to lower job performance and has telling consequences about workplace culture, especially if it is widespread in a business. But there is an even more critical angle.

This surge in loneliness is important because social isolation, particularly in older populations, is considered a major risk factor for premature death. It is as comparable with high blood pressure, smoking and obesity. Essentially, loneliness can kill, not only in the metaphorical sense.

Workplace well-being is at the tip of the tongues of evolved leaders, but having the right information to make better decisions is key to moving forward successfully. This is where the conversation around employee engagement becomes crucial.

Leaders need to remember their role in creating safe working environments that fosters connections and communication to steer employees to thrive. And if we look at the dollars and sense, we recognise that well-being is tied to business success.

The irony of this year’s burst into mental health awareness week, however, is that companies are still trying to address mental health in isolation. Mental health is entwined with all aspects of health and is very much linked to safety. We all now know the significant role physical and mental health plays in the growth of economies.

But we are still not connecting the dots fast enough to help with business recovery. Companies who have made the links are presently reaping the benefits. These businesses continue to emphasise the importance of well-being with health and safety as a key driver.

By considering health in its broadest context of safety and well-being means there is a full understanding of the parameters of human capacity. When companies respond in this light, this facilitates employee engagement. Remember, staff can distinguish checkbox exercises from a workplace culture where they actually matter.

Hence, it is a good time for business leaders to connect with the experts trained in managing the three dimensions of work – the person, the environment, and the job. These Occupational Health professionals bring empirical data and evidence to help shape business goals.

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