The Lost Art of Connection: Why Teams Must Relearn How to Know Each Other

In today’s workplace, we’ve never had more ways to connect — and we’ve never been worse at it.

Technology, hybrid work, and constant change have made communication easier — but genuine connection harder to sustain. Efficiency, speed, and output are often prioritized, while the art of connection slowly erodes in the background. And with it, so does the opportunity to build truly high-performing teams.

The highest-functioning teams aren’t just technically skilled. They take the time to understand one another—how each person thinks, works, communicates, and contributes. They know each other’s strengths, understand how different roles operate most efficiently, and consider how their own work impacts others on the team. They have conversations about systems, workflows, and collaboration—not to assign blame, but to optimize how the team operates together.

But before any of that is possible, the best teams do something even more foundational:

They get to know each other as people.

They notice when a teammate is struggling but hesitant to ask for help. They demonstrate empathy when someone is navigating tough personal challenges. They feel safe enough to say, “I’m not working at my best today,” or “I need additional support right now.” They recognize the energy they bring into meetings, conversations, and shared spaces—and how that energy impacts others.

This level of awareness doesn’t happen by accident. It requires intention.

Too often, teams dismiss everyday behaviors as “minor” or “just the way things are.” Sarcastic remarks on team calls. Passive or withdrawn behavior. Silence during meetings. Cancelled one-on-ones. A lack of collaboration. Simmering disagreements that never quite get addressed.

Individually, these moments may seem insignificant. Collectively, they create energetic leaks that quietly erode trust, morale, and engagement.

A team can be technically excellent—highly skilled, knowledgeable, and experienced—and still underperform if emotional intelligence is missing. When teams fail to acknowledge how they are showing up with one another, they unintentionally drain energy from the very system they are trying to strengthen.

Emotional intelligence isn’t about being “soft.” It’s about being aware. Aware of yourself. Aware of others. Aware of how your behaviors, tone, and presence affect the team dynamic. It’s about understanding that performance is not just driven by what we do, but by how we do it—together.

In an age of digital communication and distributed teams, connection can no longer be assumed. It must be designed, practiced, and protected.

Teams that intentionally create space to know one another—beyond job titles and task lists—build resilience, trust, and adaptability. They communicate more effectively. They navigate change with greater ease. They catch issues earlier, support one another more authentically, and perform at a higher level over time.

Connection is not a “nice to have.”
It is the foundation of sustainable performance.

And in today’s workplace, relearning how to truly know each other may be the most strategic work a team can do.

Relearning how to truly know each other doesn’t require more meetings or more tools.
It begins with awareness — of ourselves, of one another, and of the energy we bring into shared spaces.

In my next article, I’ll explore why this loss of connection is accelerating in today’s workplace — and why awareness may be the most overlooked capability teams need right now.

Whether you’re:
• a leader seeking stronger connection and performance
• a team navigating change, growth, or recalibration
• or an individual who knows that meaningful change often begins with understanding how you show up

✨ Take the first step.
Reach out if you’re interested in exploring how awareness, connection, and intentional development can transform the way your team works—together.

📩 Message me to start the conversation.

Sharon Wilson is a learning strategist, facilitator, and coach with decades of experience designing and delivering experiential learning for teams and leaders. Through her independent work and partnership with Primeast, she helps people learn about themselves and one another in ways that are engaging, human, and immediately applicable — professionally and personally.