The pandemic didn't just disrupt the workplace, it effectively disengaged millions of workers from their core mission, work culture, and ultimately their jobs. With only about a third (33%) of the workforce engaged at work, according to Gallup, disengaged workers cost up to $1.9 trillion in lost productivity.

“The problem with disconnection: it’s not only a business problem, [it’s] really correlated with poor retention, poor performance for profitability, and also health outcomes,” said Dr. Bobbi Wegner, the founder and CEO of Groops, a platform that helps build stronger relationships through programs grounded in group psychology.

Wegner spoke to From Day One founder and chief content officer, Steve Koepp at From Day One’s virtual conference. During this thought leadership spotlight, they covered the four pillars of building leadership, and how those leaders can build connections amongst their teams.

Disconnection in the workforce isn’t one thing or another, says Wegner, it's amorphous. It includes virtual and hybrid cohorts, as well as full-time back-in-the-office workers. “There’s different generations entering the workforce with a different value set and different needs. We as leaders really have to figure out how to create an inclusive space for everybody.”

The disconnection is driven by a lack of cohesion, or strong working relationships in work groups and teams, says Wegner. “We’ve all been on teams that just weren’t clicking. There's a lack of cohesion, a lack of trust.”

However, this disconnection isn’t like the Great Resignation, and workers aren’t leaving their jobs. Less workers in the second half of 2024 are looking to change jobs – just 35% say they'll make a change. “A lot of people are staying put now, but not necessarily because they’re loving it,” said Koepp.

Wegner points to Maslow's hierarchy of needs and our need for stability. Even though people are staying put, they still want something dynamic in their work culture. “We have to have some stability in life. We need to make enough money to support ourselves. But humans are purpose maximizers, right? People need to feel a purpose in their workplace.” Growth is a part of that, but so is being connected to the company mission and the people you work with, says Wegner.

“We don’t think of ourselves this way, but we’re hardwired for connection. We’re social by nature. We’re always constantly assessing our social cues in our social environments. Like, am I safe? Do I belong? And so that’s why groups really matter,” Wegner said.

That comfort of belonging and safety are also important factors in taking risks. Wegner says people are less willing to take risks when the sense of trust and safety is low or non-existent. “Innovation lives in risk-taking. The biggest, wildest ideas don't get put on the table when there's not a high level of safety, belonging, and trust.”

To build that level of trust and security, organizations need to create a culture that feels good for everybody. To create a good work culture, Wegner identifies four pillars to develop good leaders.

The first step, or pillar, is evaluating yourself as a leader and understanding what your values are. “The best leaders are leading from their own values and communicating well,” Wegner said. Leaders then line those values up with the business model.

It’s important to encourage leaders to self-reflect and assess their own values, strengths, and common behaviors. This involves creating a safe environment to share their strengths and weaknesses, and providing feedback from organizational psychologists and peers. By doing so, leaders can align their personal values with business needs, leading from a place of authenticity.

This leads to the next pillar, the frame, where the groundwork is laid. “There are so many parallels between parenting and leadership. You want to have clear views. You want to have clear values. You want to have a clear structure around expectations and communication.”

Here, leaders establish a clear and structured team culture rooted in defined goals and values. They set clear expectations and communication guidelines, determine the right team size, and map the structure of the team. Wegner says leaders should create a culture blueprint that outlines the mission, vision, and values of the team to foster alignment with both business and cultural objectives.

The third pillar, workgroup dynamics, focuses on how leaders see their teams. “We help leaders really start to have words for what people are feeling, what they’re feeling, and then help them understand what to do or say.”

Leaders should understand the psychological roles and dynamics within their teams. This includes recognizing common roles like the leader, disrupter, and peacemaker, and understanding how these roles impact team cohesion. Part of this pillar of training is also learning to address team members constructively.

The final pillar is giving your leaders the tools for their role. “Your job is to really listen first. And then solve [this together] as a team. This isn’t just your problem to solve.”

By equipping leaders with practical psychological tools and skills, like motivational interviewing and effective questioning techniques like asking open-ended questions, they can better support their teams and address challenges constructively. With these pillars in place, Wegner says they see increase in connection and cohesion, which leads to employees feeling more valued.

Editor’s note: From Day One thanks our partner, Groops, for sponsoring this thought leadership spotlight.

Matthew Koehler is a freelance journalist and licensed real estate agent based in Washington, DC. His work has appeared in Greater Greater Washington, The Washington Post, The Southwester, and Walking Cinema, among others.