It may come as a surprise, but loneliness is one of the most significant health problems our society faces today.

Recently, Rear Admiral Vivek H. Murthy, who served as the U.S. Surgeon General between 2014 and 2017, published an excellent article in Harvard Business Review evaluating the effects of loneliness on our lives. Dr. Murthy pointed out that, according to research, 40% of adults in the United States feel lonely. He emphasized that emotional well-being is one of the most important yet least valued indicators of health, and based on his firsthand experience working with patients, he observed the extent to which loneliness and social disconnection can impact health and productivity. Dr. Murthy’s article is definitely worth reading and taking the time to reflect upon.

Loneliness is also a sorrow experienced by many leaders in the business world. A 2012 Harvard Business Review study revealed that half of CEOs suffer from loneliness and isolation, and the vast majority believe this negatively affects their performance.

I have certainly observed that loneliness is common in many companies. There are numerous employees disconnected from their colleagues, their leaders, and the goals of the company they work for. In my consulting career, I have also seen that people in leadership roles are sometimes the loneliest individuals within an organization.

Being in a leadership position often requires you to perform tasks that create distance between you and the people you manage. Many times, you must make unpopular decisions and confront individuals who are not performing well. While these actions are necessary to be an effective leader, they also create separation from your team.

However, both employees and leaders have a need for a sense of “togetherness” in the workplace. Leaders who can create strong closeness and unity with their teams can foster an energetic, vibrant company culture that prevents individuals from feeling lonely.

Gallup’s research shows that having close friends at work is not only essential for our psychological health but also makes us more productive. Nevertheless, even though we know that social isolation in our companies is harmful, we all face significant barriers to building meaningful relationships.

Remote or hybrid work is becoming increasingly common. While it offers many advantages, it can also result in people becoming isolated from their colleagues. We continue to see company cultures that, by limiting communication between employees and leaders, reduce opportunities for building genuine positive relationships.

Finally, I see many leaders who do not value building relationships and closeness. However, when this mindset changes, the distance between leaders and their teams can be bridged.

Below are a few questions to ask yourself to evaluate how you build and strengthen positive relationships with your colleagues, and how you establish genuine connection and closeness with your team:

• How often do you stop by your colleagues’ offices or call them just to ask how they are doing?

• How often do you have lunch alone versus with a colleague?

• When tension arises with a colleague, do you avoid it or take proactive steps to improve the situation?

• If you are in a leadership position, what actions do you take to create a shared sense of purpose within your team, and how do you nurture your employees toward that purpose?

In today’s world, leaders and companies are under tremendous pressure to succeed. You must do everything you can to ensure that disconnection in the workplace does not slow you or your team down—and take action to prevent it.

This week’s question: What are you doing to build strong relationships in your workplace?

VINCE MOLINARO, Lee Hecht Harrison