Simple Leadership Habits that Nurture Connection at Work

Simple Leadership Habits that Nurture Connection at Work

As the legal industry observes Well-Being Week in Law—with this year’s theme, The Social Rx: Boosting Well-Being with Connection—it’s a timely moment to reflect on how legal leaders can build meaningful, lasting connections with their teams.

At first blush, connection may sound like a “nice to have”—easily overshadowed by workload demands and deadlines. But it’s not a luxury. It’s essential for our well-being.

Studies consistently show that positive relationships are strong predictors of life satisfaction and emotional well-being. By contrast, social isolation impacts not only our mental health, but physical health too. In the workplace, Gallup research shows that close friendships at work are a distinguishing trait of high-performing teams. Employees who feel connected to their colleagues are more engaged, more confident, and more likely to grow professionally.

And yet, the nature of legal work—with its long hours, high expectations, and sense of urgency—can unintentionally lead to habits that isolate us. We keep our heads down to stay efficient. We default to emails instead of face-to-face conversations. We hesitate to ask for help out of fear we’ll seem unprepared. Even when we’re in the office, we close the door to distractions or interruptions. These habits are understandable—but over time, they can quietly diminish the relationships we rely on to thrive.

Legal leaders themselves aren’t immune to the challenges of isolation either. Decision-making at the top can often feel lonely, especially when the stakes are high. Without meaningful connection—to colleagues, mentors, or peers—even seasoned leaders can find themselves operating in a state of imbalance. Building relationships isn’t just about supporting others; it’s important for sustaining your own resilience, clarity, and well-being as a leader.

The good news? Building connection and a sense of belonging at work doesn’t require grand initiatives or significant time investments. Small, consistent, human-centered actions make a difference. We all do better when there’s space to feel understood, supported, and empowered to grow.

Why Human-Centered Leadership Matters

Recently, Paula Davis – former attorney, workplace well-being expert, and founder and CEO of The Stress & Resilience Institute – was a guest on the Leveraging Latitude podcast. Among many important and relevant pieces of legal leadership advice and insights, she unpacked three drivers for motivation and engagement: autonomy, belonging, and challenge (what Davis terms “ABC Needs”). As she explains in the episode, leaders who focus on meeting these “ABC Needs” through relational, human-centered leadership practices foster healthier, more resilient teams.

Research reinforces this. Gallup reports that managers account for 70% of the variance in employee engagement. In other words, the degree to which individuals and teams feel invested, motivated, and connected can be significantly shaped by a leader’s daily actions.

As Latitude Partner Kyle Robisch notes, leaders have a choice. “Every time you interact with a colleague—whether it’s someone on your team, your boss, or a client—you’re at a decision point. You’ve seen how things were done before, and you have a choice: repeat those patterns, or do something different. What matters is your intentionality. You can choose to model the behaviors that had a positive impact on you—and to pay it forward. And you can recognize what maybe didn’t feel right and make a conscious choice to lead differently.”

Building connection is about choosing, moment by moment, to act with intentionality: to listen, to include, to recognize, and to connect.

Human-centered leadership isn’t just about creating a positive atmosphere—it’s about enabling better outcomes. When teams feel safe and supported, they’re more innovative, more likely to raise concerns early, and better equipped to navigate complexity. But when connection is limited, silence and disengagement can take root—leading to the risk of missed opportunities and costly attrition.

In the sections that follow, you’ll hear insights and personal anecdotes from Latitude Partners Justin T. Johnson and Kyle Robisch—experienced legal leaders who have experienced these lessons firsthand. Their experiences underscore that genuine connection can be built upon small, intentional moments that leave lasting impact.

Practices Legal Leaders Can Put into Practice Now

“Lawyers get so busy,” Justin explains. “We’re always trying to give our absolute best, whether the client is a business unit, the C-suite, or the board. But in the process, we can forget that our team—and even ourselves—deserve that same level of care. Supporting your team starts with investing in them as individuals: learning what drives them, what’s happening in their lives, what makes them tick. Without genuine human interaction and connection, you’re really just going through the motions.”

So, what does leading for connection look like in practice? The habits below come directly from conversation with Kyle and Justin, who have each led and been part of teams in high-pressure legal environments. These are the simple, repeatable actions they’ve seen, experienced, or put into practice themselves to build trust, belonging, and strong team relationships over time.

1. Recognition That Resonates

Never underestimate the power of a simple “thank you.” And, when you go a step further and explain why someone’s work mattered, it creates an even deeper impact. It signals that you noticed not just the outcome, but the care, thought, and effort they put into the outcome.

Sometimes you want to take recognition beyond words. It won’t make sense in every situation, but when it’s personal and well-timed, it can leave a lasting impression.

Kyle recalled a time in his career when he was grinding through a demanding case—depositions across the country, long nights, high stakes—only to be surprised by a gesture he’ll never forget. The law firm partner he was supporting gave him a gift card to his favorite local steakhouse. It wasn’t a formal award or grand gesture. It was personal.

“It wasn’t about the dollar value,” Kyle said. “It was the message: I see you. I appreciate you.” It showed that the partner had noticed something about Kyle as a person, not just a lawyer, and in doing so she left a lasting impact—the kind of small, thoughtful recognition that builds loyalty and fuels motivation.

2. Empathize and Share Your Own Experiences

In contrast, Kyle also reflected on a moment early in his career when he made a mistake. He was a senior associate working on one of the largest litigation matters in the country, representing a major company as part of a joint defense group that included over 30 lawyers from some of the biggest firms in the world.

In the middle of a fast-paced day, juggling many things at once, Kyle accidentally sent an email meant for the joint defense team…to the plaintiffs instead. “The moment I hit send, I thought, ‘That’s it. I’m going to get disbarred or fired,’” he recalled. “My heart was in my throat.”

He immediately apologized to the group, taking responsibility for the mistake and preparing for whatever followed. But what came next surprised him. He shared: “I got four or five emails—some from associates, some from partners at other firms—basically saying, ‘Don’t worry. I’ve done worse.’ People were so human about it. They shared their own horror stories, their own slip-ups.”

That small wave of empathy made a deep impression. “Those emails changed the tone of the whole experience,” Kyle said. “They reminded me I wasn’t alone—that we’ve all been there. That kind of grace stays with you.”

Leaders who correct with grace and share their own mistakes build trust and resilience.

3. Open Meetings with “Five Minutes of Fun”

Justin traces one of his favorite leadership practices back to the football field at Princeton.

“One of my all-time favorite coaches, and not surprisingly, a trusted friend and mentor to this day, had this rule for every meeting,” he recalled. “At the time, I didn’t totally get it—but now, as a leader myself, it’s a concept I try to carry into every team I’m part of.”

The rule? Five Minutes of Fun. Every meeting began the same way: five minutes spent talking about anything but the prescribed task at hand. Everyone was included and had the chance to share something personal, interesting, or meaningful.

Now in his professional career, Justin brings that same ritual to work. “Phones down, computers closed,” he said. “These five minutes are about being fully present with each other. That’s the point: to remind us we’re more than our roles or to-do lists.”

It may sound small—just a few minutes—but it opens the door to deeper trust, stronger collaboration, and lasting connection.

4. Ask for Feedback—and Really Listen

Connection deepens when leaders are curious about their team’s experience—and open to adjusting their own behavior. Instead of a generic How’s it going? try questions that invite real input, like: What’s something that’s making your work easier—or harder—right now? Or in performance reviews: What can I do better? How can I support you more?

As Kyle shared, even simple clarifications (like letting colleagues know your late-night emails don’t require immediate replies) can significantly reduce unnecessary stress.

5. Model What Matters

Whether it’s modeling unplugged vacations, setting boundaries on work hours, or being candid about challenges, leaders send strong messages through their choices.

Kyle learned firsthand how powerful modeling can be. Early in 2020, just days after making partner at his firm, he took two months of parental leave when his second child was born. When he returned, multiple colleagues—especially associates and junior partners—thanked him.  “The firm was very clear that parental leave was available, and they encouraged team members to use it, but my colleagues’ comments pointed out something I hadn’t fully appreciated until that moment: seeing a new partner take leave made it feel truly acceptable for others to do the same. It’s not enough to tell people they have flexibility. They have to see you using it. Leadership isn’t just what you say—it’s what you model every day.”

For Justin, modeling vulnerability or being candid about a situation or challenge creates space for everyone on the team to do the same. “At the end of the day, people don’t connect with titles or résumés,” he explained. “They connect with people. When you’re willing to admit you don’t have all the answers—or share something you’re still figuring out—you’re showing your team it’s safe to be human here too. That’s when real trust starts.”

6. Empower, Trust, and Grow Together

Being consulted or trusted with real ownership over your work can be incredibly motivating.

Justin recalled one of his former in-house executive leaders who modeled empowerment and trust in a way that left a lasting impression. Even though she was technically his boss’s boss, she treated him as an equal, valuing his expertise and giving him real ownership over his work.

Instead of micromanaging, she made her expectations clear: Keep me updated on anything big, especially if I need to get ahead of it with the C-suite. But otherwise, I trust you. You’re in this role for a reason—do your thing.

That early show of confidence made all the difference. “She made me feel not just like I could be myself, but like I could be my best self,” Justin reflected. “I think a lot of leaders underestimate the tangible benefits of having a truly transparent and collegial team. When you create real relationships—beyond just day-to-day transactions—people feel comfortable enough to speak up, challenge ideas, and take smart risks. That’s the beauty of building a diverse, connected team: you get different lived experiences, different ways of thinking, and ultimately, that’s where innovation and progress come from.”

Connection Starts in the Small Moments

Justin’s and Kyle’s stories show that connection begins and grows in the small, intentional acts: the thoughtful thank-you, the personal check-in, the empathy (or even commiseration) after a mistake. Most of us can point to moments like these in our own careers: seemingly minor gestures from leaders, mentors, or peers that left a lasting impact.

Supporting well-being through connection doesn’t always require more hours in the day. It requires presence. Listening—not just hearing. Noticing. Following up. Adjusting.

As Kyle shared, every interaction is a decision point. Building connections and belonging starts with choosing, moment by moment, to lead with care. As Justin reminds us, when leaders invest in people as whole individuals, not just polished professionals, they build teams that don’t just perform better but thrive together.

In the end, it’s those small, consistent acts of care that nurture something bigger: teams that trust, collaborate, and genuinely belong.