Connection at Work

Mental Health Week is an important moment to raise awareness, reduce stigma, and promote open conversations about mental health.

It’s also a moment for workplaces to come together to create safe and supportive spaces for conversations about mental health and strengthen workplace culture.

So, where do we start? With connection.

Social connection is a human need, and our very survival and ability to thrive depends on how we interact with others. Research shows that strong social connection is linked to:

• Higher rates of well-being
• Greater safety and resilience
• Increased prosperity

Strong social support boosts well-being, resilience, and success. Yet the rates of social disconnection are rising. In 2023, the World Health Organization declared loneliness and social isolation a global health concern, including in workplaces.

That’s why CMHA’s 2026 Mental Health Week theme is Come Together, Canada. It’s a call for everyone to connect and support one another, because connection strengthens mental health.

Impact on employees

Workplace loneliness can seriously affect employees’ mental health and job performance. It increases stress, contributes to burnout, and can reduce motivation, creativity, and engagement.

Loneliness may also lead to higher absenteeism and a sense of disconnection from the team. Recognizing it empowers employees to act, building supportive relationships and contributing to a more connected, psychologically healthy workplace.

Impact on Managers and Teams

Managers need to understand workplace loneliness because it impacts both employees and organizational performance. Lonely employees are less engaged, less productive, and more likely to leave, while loneliness also increases stress and health risks. Addressing it helps managers foster connection, psychological safety, and a stronger, more collaborative workplace.

Meaningful connections and relationships at work with both coworkers and leaders builds a system of support away from home. Socially connected employees are engaged and more likely to stay with the organization.

When employees experience good social connections at work, this leads to better team building, fewer conflicts, stronger collaborations and idea sharing, and a sense of belonging and positivity in the workplace.

When teams are connected and healthy, they thrive.

Siloed teams, dependency on digital communication tools, mismatched time zones and locations, feelings of being overworked, and blurred lines between work and home are all contributing to a growing feeling of loneliness at work.

The statistics reveal a stark reality:

• Loneliness in the workplace is linked with higher rates of anxiety, depression, burnout, lower job performance, and decreased job satisfaction
• About 36% of Canadian workers reported feeling isolated, notably higher than the 27% global average
• Gen Z workers (ages 18 to 24) are three times more likely than baby boomers to feel disconnected at work with 54% saying they feel lonely at work some of the time
• 38% of Canadians do not feel their workload is reasonable or being well managed
• One in five Canadian employees (21%) do not feel their workplace is supportive with 45% reporting a lack of workplace relationships they trust

Managers are also not well equipped to deal with these issues, which creates further difficulty. Only 37 percent of managers report receiving training on dealing with evolving and distributed teams and mental health support for employees. From the employee side, 76% feel that managers have not been sufficiently trained or lack the training to deal with these issues.

Across the board, the team leaders, organizations, and managers that are finding ways to adapt to the future culture of work are finding the most success in combatting isolation in the workplace.

Leading Canadian organizations are moving beyond “one-system thinking” (only focusing on productivity or sales, for example) to intentionally designing cultures that prioritize:

• Purposeful collaboration: Bringing employees together in person specifically for social bonding and brainstorming moments.
• Rethinking what inclusion means: Providing training and support such as free therapy or coaching programs for specific stressors.
• Virtual social moments: Implementing regular social gatherings, even 30 minutes weekly, to connect virtually about non-work items, play games, etc.
• Investing in manager training: Coaching managers to prioritize well-being and check in on mental health.
• Investing in employee growth: Growth opportunities and on-the-job training contribute greatly to employee happiness and connection, and teams are wise to invest in them.

Employees and managers should prioritize relational touchpoints. It doesn’t matter where someone works; what matters is the quality of the relationships they have while there.

Another strategy is to create cultures of autonomy. Studies show that autonomy — such as flexibility over work schedules and work styles, or input into workload and deadlines — is one of the most significant factors influencing employee loneliness. Employees who have greater autonomy report lower levels of loneliness and greater feelings of empowerment.

Here are some steps employers can take to build connection in the workplace:

• Develop team building strategies that are tailored to a hybrid work setting
• Push for investments in employee training and development
• Hold regular, structured 1:1 check-ins that include dedicated time to discuss employee well-being, focusing on relational versus transactional development
• Regularly acknowledge and celebrate team members
• Hold regular team building activities that centre around bonding and sharing of non-work-related topics

Accessible leadership is another positive contributor to mitigating loneliness among teams. This means being available for check-ins and open conversations with your team and supporting their needs, not just the work.

Across all work models, employees who are supported by a leader who is there for them feel more connected to their teams.^x

Pulse Check: Daily connection check‑ins

A simple way to normalize mental health conversations while respecting boundaries.

• Best for: Hybrid, remote, or in‑person teams
• Time: 5 to 10 minutes

How it works:

• At the start of a meeting or workday, invite team members (verbally or in writing) to respond to one prompt. Participation should always be optional.

Example prompts:

• “This is what I need for support today…”
• “I do my best work when my coworkers…”
• “For me to be my genuine self at work, I need…”

Why it helps:

• This activity builds psychological safety, helps teams understand each other’s working styles, and reinforces that asking for support is normal and acceptable — key protective factors for mental health.

Coffee Roulette: One‑to‑One Connection Chats
This low‑pressure activity fosters genuine relationships, especially between colleagues who don’t normally work together.

• Best for: Large teams or siloed workplaces
• Time: 15 to 20 minutes per pairing

How it works:

• Randomly pair employees for short, non‑work conversations. Pairings can rotate weekly or monthly. Conversations may be virtual or in person.

Suggested prompts:

• “What’s something you’ve enjoyed recently outside of work?”
• “What’s a book, show, or song that’s meaningful to you?”
• “What’s a small thing that brings you comfort on a tough day?”

Why it helps:

• One‑to‑one conversations reduce loneliness, build empathy, and help employees feel seen beyond their role — strengthening belonging and engagement.

Connecting Through Common Threads
A fun, collaborative activity that helps teams rediscover shared experiences and rebuild connection.

• Best for: Team meetings or all‑staff sessions
• Time: 20 to 30 minutes

How it works:

• Break employees into small groups (3 to 5 people).
• Give them 5 to 10 minutes to find three non‑obvious things everyone has in common (not surface‑level likes).
• Groups share back with the larger team.

Optional twists:

• Find shared “pet peeves”
• Find experiences no one in the group has had
• Require one short story per shared trait

Why it helps:

• Focusing on shared humanity – even in unexpected ways – breaks down barriers, reduces division, and strengthens team cohesion. 

Appreciation Cards: Recognition With Impact
Recognition is a powerful connector — and it doesn’t have to be formal or top‑

• Best for: Any workplace culture
• Time: 10 minutes (ongoing option)

How it works:

• Invite employees to write short appreciation notes recognizing a colleague’s kindness, effort, or support. Cards can be shared privately or displayed in a common space.

Suggested prompts:

• “One thing I appreciate about working with you is…”
• “You made a difference when…”

Why it helps:

• Feeling valued and acknowledged strengthens self‑worth, trust, and connection — all essential for mental health at work.

Connection isn’t built in a single week — it grows through consistent, intentional practices.

These activities work best when repeated and adapted to team needs, with choice and flexibility built in. Allow people to pass, share in different ways, and engage at their comfort level.