Relatedness at Work: Why Connection Drives Performance More Than Perks Ever Will
- Heather Fowler
- Dec 3, 2025
- 4 min read
Many organizations misunderstand how connection happens at work. It doesn't happen at happy hours or pizza parties, although we love a good time! It's the result of intentionally designed systems where meaningful connection can naturally emerge—and it's one of the most powerful, yet underused, drivers of business performance.
As The Well-Being Architect, I've seen organizations that design relatedness into their operational structures consistently outperform those that treat it as an optional cultural add-on. The question isn't whether connection is important, but whether you're systematically building it into how work happens.
Understanding Relatedness: More Than Just Feeling Good
Relatedness is one of the three foundational needs in Self-Determination Theory, alongside autonomy and competency. It reflects our deep need to feel valued, supported, and part of something meaningful. In the workplace, it shows up as trust, belonging, and psychological safety.
Recent research reveals just how critical this is:
Teams with strong relatedness demonstrate 47% higher engagement rates
Organizations prioritizing connection see 38% lower turnover
Psychologically safe environments generate 76% more innovative solutions
Despite this evidence, very few organizations have systems intentionally designed to cultivate authentic connections.
The Hidden Cost of Missing Relatedness
When belonging and community are absent at work, the effects aren't just emotional—they're measurable in every aspect of the business:
Disconnected teams show 40% higher error rates
Isolated employees take 67% more sick days
Innovation drops by 50% in psychologically unsafe environments
Turnover costs increase by 85% when people lack workplace relationships
Customer satisfaction scores decline by 33% when an internal connection is weak
Beyond Surface-Level Solutions
Too often, companies try to manufacture connections through surface-level solutions like team-building exercises or social events. But relatedness doesn't grow from forced fun or occasional bonding. It grows from structures that make trust and collaboration possible every day. True connection is engineered through the way work is organized, how decisions are made, and how leaders show up.
At Mary Jane's People, we help organizations embed relatedness into their foundations through five key systems:
1. Recognition Systems That Reinforce Connection
Moving beyond traditional individual recognition to systems that highlight collaborative impact and mutual support.
2. Inclusive Decision-Making Frameworks
Creating processes where diverse perspectives actively influence outcomes, naturally strengthening relationships through shared purpose.
3. Conflict as Connection Opportunity
Designing structured dialogue approaches that transform disagreements into relationship-building moments rather than sources of division.
4. Bounded Transparency Systems
Balancing openness with psychological safety through clear protocols for information sharing.
5. Cross-Hierarchical Mentorship Networks
Establishing peer-to-peer learning ecosystems where everyone both teaches and learns, building reciprocal relationships across levels.
Practical Implementation: Building Relatedness Into Your Foundation
Start building connection systematically:
Week 1: Conduct a Connection Audit Map where natural connections happen and where they don't. Survey employees about their current relationship satisfaction. Identify specific barriers to authentic interaction.
Week 2-4: Implement Small-Scale Changes Introduce 5-minute non-work check-ins in meetings. Create "problem-solving partnerships" across departments. Establish a modest budget for cross-team coffee conversations.
Month 2: Establish Connection Rituals Launch weekly peer appreciation moments. Institute monthly knowledge-sharing circles. Create quarterly storytelling sessions highlighting collaborative successes.
Month 3-6: Measure and Scale Track relatedness indicators alongside traditional metrics. Gather qualitative feedback on connection initiatives. Expand successful practices based on what resonates with your culture.
Counterintuitive Truths About Workplace Connection
Structure Creates Spontaneity
The most connected teams often have more intentional boundaries and focused interaction time. When people know when and how they'll connect, relationships deepen more organically.
Vulnerability Has Nuance
Leaders must model appropriate transparency, but there's an art to finding the sweet spot between appearing distant and oversharing. The goal is authentic availability, not complete openness.
Conflict Strengthens Bonds
When teams develop the skills to navigate disagreement constructively, trust levels increase by up to 45%. Avoiding conflict prevents growth; working through it builds resilience.
The Neuroscience of Connection
Relatedness impacts performance at a biological level. When people feel connected:
Their brains release oxytocin, enhancing collaboration.
Mirror neurons activate during interaction, fostering empathy.
Cortisol decreases by up to 23% in psychologically safe environments.
Cognitive capacity expands, allowing for more creative problem-solving.
Leadership's Role in Connection
Leaders set the tone for relatedness through their daily actions:
Showing appropriate vulnerability signals safety for others to be authentic.
Inviting diverse perspectives demonstrates that all voices matter.
Navigating conflict with curiosity rather than defensiveness models healthy relating.
Recognizing collective achievements reinforces the value of interdependence.
Application Across Contexts
Relatedness looks different in various work environments:
Remote Teams require asynchronous community spaces, intentional virtual connection points, and collaborative project rotations.
Manufacturing Environments benefit from peer partnerships, cross-shift knowledge sharing, and collective problem-solving sessions.
Client-Facing Teams thrive with pre-meeting alignment rituals, shared success celebrations, and regular reflection practices.
Self-Assessment: Is Your Organization Connection-Ready?
Consider these questions:
Do employees regularly interact across departmental silos?
Can people safely disagree without fear of negative consequences?
Are collaborative efforts recognized as much as individual achievements?
Do leaders demonstrate appropriate vulnerability and openness?
Is there dedicated time for non-task-focused interaction?
If you answered no to more than two questions, relatedness likely needs systematic attention.
Making Connection Your Competitive Advantage
Organizations that engineer authentic relatedness see:
65% faster conflict resolution in connected teams
43% better customer experiences from engaged employees
Enhanced innovation as psychological safety enables creative risk-taking
58% greater organizational adaptability during change
Creating connections is good for people, and it's a strategic business imperative. It starts with intentional design. If you're ready to stop hoping for connection and start systematically building it, let's talk about designing relatedness into your organizational architecture.
This post was written by Heather Nicole Fowler, The Well-Being Architect™ and founder of Mary Jane's People.
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