Leader Connectedness: The Key to Building Stronger Teams

Leader connectedness is the glue that holds successful teams together. And the reason is quite simple: When leaders guide with empathy and foster inclusion, employees feel heard and understood, creating an environment of trust that naturally cultivates collaboration and achievement.

But in today’s workplace, trust is noticeably low. According to DDI’s Global Leadership Forecast 2023, only 46 percent of leaders trust their direct manager to make the right decisions, and a mere 32 percent trust senior leaders. These statistics highlight a growing crisis in leader-team relationships that can only be addressed through more vital leader connectedness.

In contrast, employees who trust their leaders are nearly three times more likely to develop novel ideas or solutions than those in low-trust organizations. They are also less concerned with failing and try new ideas as an opportunity to learn.

This article explores how leader connectedness can catalyze highly effective teams. Plus, the role development plays in helping leaders learn and practice the interpersonal skills they need to connect.

What Is Leader Connectedness?

Leader connectedness refers to the ability of leaders to foster meaningful relationships with their team members. Being a connected leader stems from two main components: openness and vulnerability. When leaders display these behaviors, employees are more likely to trust their leadership abilities.

A connected leader also supports their team’s needs, emotions, and challenges. Employees want leaders who see them as more than just workers—they want to be valued as whole people. When leaders fail to connect with their teams, morale drops, effectiveness suffers, and, ultimately, employees leave.

It’s important to remember that connected leadership does not mean knowing every detail of an employee’s life. Instead, it’s about understanding the human experience while at work. By recognizing and responding to employees’ emotions, leaders can create a more inclusive and trusting environment.

Overcoming Barriers to Connected Leadership

While the benefits of being connected are clear, many leaders struggle to actually connect. Leaders are often uncomfortable with vulnerability. They may worry that showing emotion could undermine their authority. Or that being honest about a weakness or challenge could cause teams to lose confidence in them. However, DDI research shows that when leaders are regularly vulnerable, employees are 5.3 times more likely to trust them.

To build or maintain trust, leaders must avoid common pitfalls such as:

• Breaking promises

• Serving own interests

• Acting inconsistently

• Making assumptions

• Doubting others

• Dismissing a person’s feelings

• Cutting a person short

Other roadblocks to leader connectedness might include not finding the time to build strong connections. Leaders may feel overwhelmed by their responsibilities and view relationship-building as a burden they don’t have time or mindshare to prioritize. But in reality, investing in relationships now prevents more significant problems down the line, such as turnover, disengagement, and low team morale. At the end of the day, prioritizing leader connectedness ultimately saves time by fostering a healthier, more resilient work environment.

How Can Leaders Connect With Their Teams?

It won’t come as a surprise that vulnerability is a great starting point for fostering connectedness.

Leaders can practice being vulnerable with their teams by sharing personal experiences, admitting mistakes, and demonstrating empathy. In the flow of work, they can share thoughts, feelings, and the rationale for decisions. The ripple effect on team culture is significant: When leaders openly share their thoughts and feelings, team members feel safe expressing their own concerns and ideas. And that builds trust and connection.

Remember, vulnerability is not about oversharing personal details. It’s about being human and sharing your personality, strengths, and weaknesses. This open dialogue leads to a more cohesive and collaborative team dynamic.

Additionally, leaders can foster connectedness by listening actively and responding with empathy, a key component of trust and employee engagement and retention. Leaders who listen, acknowledge team members’ feelings, and respond in a supportive manner can better understand what motivates their teams and what challenges they face.

Conclusion

Leader connectedness is no longer a luxury—it’s a necessity. To create a lasting culture of trust, leaders should encourage open dialogue and show vulnerability themselves. A connected leader models the behaviors they wish to see in others, from keeping promises to facilitating open exchanges of ideas.

By embracing vulnerability, listening with empathy, and building trust, leaders can create an environment where people feel valued and engaged. For HR professionals, this means prioritizing development programs that help leaders learn how to manage healthy interactions. When leaders prioritize connection, everyone wins—organizations thrive, teams excel, and leaders themselves discover that the view from the top doesn’t have to be lonely.

For more insights into building stronger connections with your team, visit our blog on 5 Ways Leaders Can Overcome Remote Work Loneliness and discover how leader connectedness can combat feelings of isolation in the workplace.