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Stephanie Neal, MA, leads DDI’s Center for Analytics and Behavioral Research (CABER) where she and her team manage strategic market research and trend studies on leadership in the workplace.With more than 15 years of experience working with companies to define and address critical business challenges, Neal blends both an in-depth analytical and creative approach to help companies better inform their decisions and improve people and business outcomes.Neal is co-author of several industry-leading research reports, including Women as Mentors: Does She or Doesn't She? A Global Study of Businesswomen and Mentoring and DDI's Global Leadership Forecast, a major trend research study providing deep and actionable insights on how organizations can optimize their management of leadership talent in alignment with strategic priorities.

Stephanie Neal

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 LeadershipWhile 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 promisesServing own interestsActing inconsistentlyMaking assumptionsDoubting othersDismissing a person’s feelingsCutting a person shortOther 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.ConclusionLeader 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.

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Stephanie grew up watching her grandfather glide through his Floridian hotel lobby, pleasing his guests who drove 100 miles to experience his hospitality. That early inspiration led Stephanie to the front desk of Chicago's Drake Hotel, the day after graduating from the University of Illinois/Champaign. Her hotel career skyrocketed to sales and marketing roles with Hilton Worldwide, Air France/Meridien Hotels, and Omni Hotels & Resorts. With her vast Rolodex, and never leaving any stone unturned, Stephanie followed her organizational and artful instincts to become an event planner. Through a consortium of boutique event houses, she attracted blue-chip clients to produce events coast to coast. Next, Stephanie was tapped as Director of Development at the Terra Museum of American Art. She studied the collection for years as a museum docent, helping the education department establish a corporate relations orientation through tours. Once employed, Stephanie managed all cultivation aspects, restructuring the museum’s revenue goals by turning the building into an event venue for profit. Stephanie's pioneering set a precedent for the way cultural events would long be held. The newly found word "edutainment" was no longer a mystery. Bass Hotels of the UK sought Stephanie as a director for their coveted Allerton Hotel restoration and re-opening, where she directed 25 inaugural engagements. Her strengths were best leveraged in Talent Management with weekly staff orientations. She motivated the team to re-launch the radio breakfast club, with area celebrities and neighbors highlighted on the air.   Stephanie most fondly reveres her Chef Concierge role at The Talbott Hotel, an award-winning Gold Coast property in the luxury boutique category. ("Chef" meaning head or chief in French, not a role in the hotel kitchen!) Her training expertise came into play with one-on-one and classroom training for seven years. Stephanie earned the highest designation of Les Clefs d'Or, and is Past President of the National Concierge Association – Chicago. She was also a finalist for the Illinois Hotel & Lodging Association Stars of Industry Annual Awards. Stephanie is a Certified Guest Service Professional (CGSP) as awarded by the American Hotel & Lodging Association.

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