Leaders Who Check In, Win! The Science Behind Genuine Connection

In today’s workplace, leaders are busier than ever, juggling countless responsibilities and navigating complex business landscapes. In the midst of this, one of the simplest yet most powerful actions often gets overlooked: genuinely checking in with team members. And it’s not just those who may be visibly struggling who need attention—high performers, those who are often relied on without question, also need to be checked in with regularly. This act of connection is not just a nice-to-do; it has real implications grounded in psychology, neuroscience, and organisational behaviour.

Harvard Business Review reports that nearly 70% of employees say they’d work harder if they felt their efforts were recognised and they were valued beyond professional courtesy. It signals a leader’s authentic investment in the well-being of each team member, saying, “I see you, and I appreciate what you bring.”

Psychologically, humans have an inherent need for belonging and recognition. This is tied to Maslow's Hierarchy of Needs, where a sense of belonging and esteem comes just after basic survival needs. Feeling noticed and appreciated is foundational for mental and emotional well-being. When leaders actively check in, they’re reinforcing these fundamental needs, which in turn can boost motivation, reduce stress, and improve mental resilience.

High performers are often the quiet backbones of teams, delivering consistent results with little need for direction. They’re trusted, reliable, and likely to carry more than their share of responsibilities. However, research suggests that high performers are more likely to experience burnout than their peers. This is often because they’re leaned on more heavily, given challenging projects, and are typically trusted to operate with a degree of autonomy that can inadvertently isolate them.

Studies in organisational psychology show that employees who feel unsupported, regardless of their performance level, are more likely to disengage. High performers, although outwardly motivated and driven, are not immune to this. In fact, they may be more vulnerable to feeling isolated or underappreciated because their successes often mask their own stresses and challenges. Regular, genuine check-ins are an outlet for these individuals to share how they’re really doing, mitigating the chances of burnout and ensuring long-term retention.

Research from the University of North Carolina found that the release of oxytocin, often called the “bonding hormone,” increases when people experience supportive social interactions. Leaders who make the effort to check in, trigger this neurological response, fostering a sense of trust and connectedness within the team. For high performers who may already be highly motivated, this feeling of connection can be a powerful source of personal and professional fulfilment. Neuroscientific studies confirm that trust and recognition activate the brain’s reward pathways, boosting dopamine levels and reinforcing positive work behaviours.

Checking-in doesn’t have to be complicated. Whether checking in with high performers or other team members, these strategies can help foster a sense of support and connection across the board:

1. Ask, Don’t Assume | Instead of assuming everything is fine, ask open-ended questions about their workload, stress levels, and recent challenges. This approach allows everyone—from those who consistently excel to those who may be struggling—a safe space to share their experiences.

   
   

2. Listen Actively | Show genuine interest by fully engaging, avoiding distractions, and resisting the urge to jump to solutions. This active listening builds trust and demonstrates respect, making everyone feel valued and heard.

   
   

3. Acknowledge Efforts, Big and Small | Regularly validate hard work, not only when it’s visible or extraordinary. Recognising contributions of all types helps motivate and energise high performers and newer team members alike.

   
   

4. Provide Support, Not Just Supervision | Frame check-ins as a way to offer support, not just oversight. Ask how you can help lighten their load, share resources, or assist in achieving goals. This reinforces a sense of partnership and shows every team member that they are not alone.

Effective check-ins show each individual that their work matters and that, regardless of performance level, they are a valued part of the team.

When leaders consistently model this behaviour, it spreads throughout the organisation, encouraging a workplace environment of openness, trust, and psychological safety. Leaders who check in often can expect to see the results that this brings in everything, from employee satisfaction to performance and retention. Everyone thrives in an environment where they feel both autonomy and support.

Checking in isn’t a task—it’s a responsibility. It’s a leader’s way of saying that every person’s experience matters and that, regardless of their position, everyone deserves to feel valued.

‘Till next time…

If you would like to go further into the readings:

1. "What the Science of Motivation Can Teach Us About Productivity". Harvard Business Review, 2020.

2. "High Performers and Burnout: Why Leaders Must Watch for Signs". Forbes, 2019.

3. Carmeli, A., & Gittell, J. H. (2009). High-quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729.

4. Zak, P. (2017). The Neuroscience of Trust. Harvard Business Review.

5. DiPietro, R. B., & Parsa, H. G. (2008). Employee commitment and loyalty: A behavioral neuroscience perspective. International Journal of Hospitality Management, 27(1), 19-30.

6. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.