Prior to the holidays, I heard from leaders and read posts from others indicating that teams continue to grapple with energy and morale. Many are struggling to find purpose and meaning in their work, especially those who have seen core practices—like research, design, and management—dismantled.
This sentiment aligns with insights from the Wall Street Journal and Harvard Business Review: employees feel lonely, stretched thin, and stuck.
The Number of Americans Wanting to Switch Jobs Hits a 10-Year High: “Job satisfaction has fallen to its lowest level in recent years as employees feel more stuck—and frustrated—where they are, according to Gallup, whose quarterly surveys are widely viewed as a bellwether of workplace sentiment. All of these factors [read blow] are essentially leading us to the state of overwork and employees feeling like they lack purpose and meaning,” says Jennifer Moss, a workplace consultant and author of a new book on work culture. The growing amount of time workers spend in meetings and messaging co-workers as workloads increase has contributed to the malaise, she adds.”
We’re Still Lonely at Work: “In recent years, the huge impact that work loneliness has on healthcare costs, absenteeism, and turnover has received widespread attention. The U.S. Surgeon General’s Office and the World Health Organization have exhorted employers to do more to address social disconnection at work, but despite growing awareness and effort, the problem persists. And, no, this has little do do with remote or hybrid settings—“It is time to stop blaming work loneliness on remote arrangements, particular jobs, and certain personal characteristics. As our prior research has shown, anyone—from the young entry-level worker to the seasoned CEO—can feel lonely on the job.”
Since these sources require subscriptions, here’s my summary:
- Budgets have been reduced, including those that fund promotions and pay increases.
- A focus on efficiency has led to more headcount reductions and organization restructuring.
- Employees are being asked to do more with less and take on additional responsibilities.
- One in five employees worldwide currently feels lonely at work that cannot be solved by in-person work or being on a team.
- “Loneliness is a personal problem, not an organizational problem.”
I’ve been through a version of this before, and I feel deeply for anyone going through it now. It’s hard to lead and even harder to find the energy to keep going when you're just trying to get through the week. If you’re past that breaking point, I see you—and I’m sorry this is happening.
And I don’t want to compound the problems, but I can’t help to think that it’s going to get worse before it gets better. Especially with the upcoming innaguration which is sure to increase feelings of isolation for members of your team.
The challenges we’re facing are complex and deeply personal. As leaders, we can’t fix everything, but we can take steps to support our teams and ourselves.
Five strategies to support your team
- Address the issues head-on. Start by acknowledging what’s happening—within your workplace, across your industry, and in the world at large. Empathy builds trust, and you can create a safe space by recognizing what your team is experiencing. Facilitate a conversation about what the team would like to see change, and prioritize those ideas based on what’s within your control versus what requires collaboration with others.
- Be transparent to build trust. Uncertainty breeds anxiety, but transparency fosters stability. Share updates regularly, whether about team goals, company performance, or challenges. Admit what you know—and what you don’t. Commit to consistent communication, even if there’s little to report. For example, send a weekly email or Slack message at the same time each week to provide a sense of reliability and openness.
- Anchor your team in shared values. Help your team connect their work to a larger purpose. At IBM Design, I saw firsthand how aligning accomplishments with core values gave design teams a sense of pride and mission. In your next meeting, link recent achievements to your company’s values. It’s a powerful way to elevate day-to-day efforts and remind your team of the greater impact they’re making.
- Recognize and celebrate contributions. During tough times, people need to feel seen. Small moments of recognition can significantly boost morale. Acknowledge contributions in team meetings or send a quick Slack message to celebrate wins—big or small. A consistent daily habit of recognition shows your team they’re valued and reminds them they’re part of something bigger.
- Take care of yourself. Supporting others requires energy, and you can’t lead effectively if you’re running on empty. Block time in your schedule to reflect, recharge, or move your body. Whether it’s a short walk or a few minutes of deep breathing, prioritizing your well-being equips you to show up for your team with clarity and strength.
As we navigate these challenging times, it's important to remember that you don’t have to have all the answers. What matters most is showing up for your team with empathy, transparency, and purpose. Acknowledge the hard truths, celebrate the small wins, and take care of yourself along the way.
These ideas won’t solve everything but they can help ease the sitation, strengthen connections, and guide your team toward brighter days ahead.
