Humanistic high performance: Connecting for excellence

The modern workplace is a paradox. We are more digitally connected than ever, yet a pervasive sense of disconnection plagues organisations. Employees feel isolated, disengaged, and burned out; a reality underscored by alarming statistics. In 2023, the US Surgeon General declared loneliness a public health crisis, and its impact on businesses is equally critical. Recent surveys from Gallup reveal declining employee satisfaction with workplace interactions, a significant drop in collaborative satisfaction, and a growing disconnect between employees needing skill development and the coaching they require.

Disengagement is rampant, burnout is on the rise, and employee turnover costs businesses a fortune. This is not just a wellbeing issue; it is a bottom-line problem. The traditional, often transactional, approach to work is failing us. It is time for a more humanistic paradigm – one that recognises the inherent potential of individuals and fosters connection as the foundation for high performance.

Taking a humanistic approach is not about being “soft” or lowering standards. At work it is about creating an environment where people thrive, performing at their very best. It draws upon the core principles of humanistic psychology, emphasising the inherent goodness and potential of individuals. Carl Rogers emphasised the concepts of unconditional positive regard, empathy, and congruence. These principles, when applied in the workplace, translate into fostering trust, active listening, and authentic communication – the building blocks of strong relationships and engaged teams.

Just as Dr John Gottman’s research highlights the importance of emotional connection in personal relationships, the same holds true for the workplace. We must recognise and respond to “bids for connection” – those small, often subtle, attempts by colleagues to engage. A simple “good morning”, a genuine inquiry about a project, or active listening during a conversation can have a profound impact. These seemingly insignificant interactions build a sense of belonging and positive regard, creating a ripple effect that fosters collaboration and improves team dynamics. “Emotional bliss” in this context is not necessarily ecstatic joy; it is the sense of connection, belonging, and value that fuels engagement and positive outcomes.

But what truly matters to our employees? Beyond superficial perks, we must delve into deeper human needs: purpose, autonomy, mastery, and connection. Understanding these needs is crucial for creating a work environment where people feel valued and motivated. How do we uncover these needs? Through surveys, focus groups, one-on-one conversations – by actively listening and genuinely caring about what our employees have to say. This is where we move beyond simply helping people survive at work and empower them flourish.

Leaders play a critical role in this transformation. While they are not therapists, they must develop greater emotional intelligence and cultivate a culture of support. This includes training in active listening, providing constructive feedback, and recognising and celebrating individual contributions. It is about fostering connection, building trust, and creating a sense of belonging within teams. It is about demonstrating empathy and unconditional positive regard, encouraging personal growth and development, and focusing on intrinsic motivation rather than solely relying on external rewards.

Leaders must be authentic, transparent, and connect employees’ work to a larger purpose, fostering a sense of fulfilment and contribution. Doing so can help employees feel empowered, making sure they have access to the right resources, and are clear on their own accountability. This leads to high performance. And according to Bain and Company, over time companies with high performance, inspiration, and inclusion generation measurably better business results. In other research, Gallup found that organisations that made a strategic investment in employee development have 11% greater profitability and are twice as likely to retain their employees, demonstrating how employee-centred efforts lead to high performance.

READ MORE: Culture as a business imperative for high performance

High performance is not at odds with a humanistic approach; it is a direct result of it. When people feel connected, valued, and supported, they are more engaged, creative, and productive. Gallup’s research underscores this point, revealing that employee engagement in the US has plummeted to a decade low with only 31% of employees feeling engaged. This disengagement is particularly pronounced among younger employees, highlighted the urgent need for a shift in how we approach work.

Research by Zorana Ivcevic, Robin Stern and Andrew Faas shows that employees perform at their best when they have clear expectations, feel safe asking questions, are not overwhelmed by unnecessary rules or meetings, are supported in creative problem-solving, and feel that their supervisors notice and acknowledge their feelings. These elements align perfectly with a humanistic approach.

The Self-Determination Theory of Motivation further reinforces this connection. It suggests that those three basic psychological needs – autonomy, competence, and relatedness – are essential for wellbeing and drive self-initiative behaviour. A humanistic workplace addresses these needs by providing employees with autonomy over their work, opportunities to develop competence, and a strong sense of relatedness through connection and belonging.

The pursuit of excellence must be reframed as a collective endeavour, driven by shared purpose and mutual respect. It is about creating a workplace where individuals can thrive, not just survive. It is about recognising that human connection is not a “soft” skill; it is the bedrock of high performance. It is time to embrace a more humanistic approach to work, not just because it is the right thing to do, but because it is the smart thing to do. By prioritising connection, we unlock the potential within our workforce and pave the way for individual and organisational excellence. The future of work is human.

About the Author:

Chip Houghton is a global HR/talent leader with more than 25 years of experience focused on enhancing the performance of individual leaders, teams and organisations. He is a certified executive coach and with Breaking New Ground Coaching.