Though we live in an ever-connected, always-on world, we somehow seem less connected to actual, real people than ever before. Is it possible that the very technology that connects us is contributing to a sense of loneliness and isolation?
In Back to Human: How Great Leaders Create Connection in the Age of Isolation, Dan Schawbel answers that question. Based on research spanning thousands of managers and employees, Dan’s new book is a fascinating look at the impact technology is having at work and at home. Dan is a best-selling author, a partner and research director at Future Workplace and the founder of Millennial Branding and WorkplaceTrends.com.
I recently asked Dan to share a little more about his research.
“Our hyperconnectedness is the snake lurking in our digital Garden of Eden.” -Arianna Huffington
Tell us more about your research into workplace loneliness and its connection to technology.
There is a loneliness epidemic spreading across the entire world. An Aetna study shows that almost half of Americans are lonely. In the UK, nine million people are lonely and over 200,000 haven’t spoken to a close friend or relative in the past month. In Japan, 30,000 people die from loneliness each year. I’ve read about the impact of loneliness and have felt lonely myself as an only child and someone who lives alone in New York City. For my book Back to Human, I conducted a global study with Virgin Pulse of over 2,000 managers and employees from ten different countries. Overall, I found that 39 percent say they at least sometimes feel lonely at work. I spoke to the former U.S. Surgeon General, and he said that loneliness has the same health risk and reduction of life as smoking fifteen cigarettes each day. In the workplace, technology has created the illusion that we are all hyper connected, yet in reality we feel disconnected, isolated and lonely over the overuse and misuse of it.
“It is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them.” -Ed Catmull
Share a little about personal fulfillment and how we can enhance it on the job.
In Maslow’s hierarchy of needs, after we meet our physiological and safety needs, we need to focus on belongingness and love if we want to be self-actualized, reaching our full potential at work. We spend one-third of our lives working, so if we have weak relationships with our teammates, we feel unfulfilled. We are less productive, happy and committed to the team and organization’s long-term success as a result of not having close ties. In order to best serve the needs of our teammates, we have to first focus on our own fulfillment. Ask yourself what you enjoy doing the most, what do your past accomplishments say about your strengths, what your core values are, what brings out your positive emotions and where you envision yourself in the future. Once you’re fulfilled, it’s important to get to know your teammates on a personal level, understand their needs and then service those needs. You can do this through on-the-job training, coaching, mentoring and regular meetings where you show you’re committed to their success.
“Given how much time you’ll be spending in your life making a living, loving your work is a big part of loving your life.” -Michael Bloomberg