Human beings are profoundly social — we are hardwired to connect to one another and to want to work together. Frankly, we would never have survived as a species without our instinctive desire to live and work in groups, because physically we are just not strong or scary enough.
Tons of research has documented how important being social is to us. For instance, as neuroscientist Matt Lieberman describes in his book, Social: Why Our Brains are Wired to Connect, our brains are so attuned to our relationships with other people that they quite literally treat social successes and failures like physical pleasures and pains. Being rejected, for instance, registers as a “hurt” in much the same way that a blow to the head might — so much so that if you take an aspirin you’ll actually feel better about your breakup.
David Rock, founder of the NeuroLeadership Institute, has identified relatedness — feelings of trust, connection, and belonging—as one of the five primary categories of social pleasures and pains (along with status, certainty, autonomy, and fairness). Rock’s research shows that the performance and engagement of employees who experience relatedness threats or failures will almost certainly suffer. And in other research, the feeling of working together has indeed been shown to predict greater motivation, particularly intrinsic motivation, that magical elixir of interest, enjoyment, and engagement that brings with it the very best performance.
Theoretically, the modern workplace should be bursting with relatedness. Not unlike our hunter-gatherer ancestors, most of us are on teams. And teams ought to be a bountiful source of “relatedness” rewards.
But here’s the irony: While we may have team goals and team meetings and be judged according to our team performance, very few of us actually do our work in teams. Take me, for example: I conduct all the research I do with a team of other researchers. I regularly coauthor articles and books. My collaborators and I regularly meet to discuss ideas and to make plans. But I have never analyzed data with a collaborator sitting next to me, or run a participant through an experiment with another researcher at my side—and my coauthors and I have never ever typed sentences in the same room. Yes, many of the goals we pursue and projects we complete are done in teams, but unlike those bands of prehistoric humans banding together to take down a woolly mammoth, most of the work we do today still gets done alone.
So that, in a nutshell, is the weird thing about teams: They are the greatest (potential) source of connection and belonging in the workplace, and yet teamwork is some of the loneliest work that you’ll ever do.
So what we need is a way to give employees the feeling of working as a team, even when they technically aren’t. And thanks to new research by Priyanka Carr and Greg Walton of Stanford University, we now know one powerful way to do this: simply saying the word “together.”
In Carr and Walton’s studies, participants first met in small groups, and then separated to work on difficult puzzles on their own. People in the psychologically together category were told that they would be working on their task “together” even though they would be in separate rooms, and would either write or receive a tip from a team member to help them solve the puzzle later on. In the psychologically alone category, there was no mention of being “together,” and the tip they would write or receive would come from the researchers. All the participants were in fact working alone on the puzzles. The only real difference was the feeling that being told they were working “together” might create.
The effects of this small manipulation were profound: participants in the psychologically togethercategory worked 48% longer, solved more problems correctly, and had better recall for what they had seen. They also said that they felt less tired and depleted by the task. They also reported finding the puzzle more interesting when working together, and persisted longer because of this intrinsic motivation (rather than out of a sense of obligation to the team, which would be an extrinsic motivation).
The word “together” is a powerful social cue to the brain. In and of itself, it seems to serve as a kind of relatedness reward, signaling that you belong, that you are connected, and that there are people you can trust working with you toward the same goal.
Executives and managers would be wise to make use of this word with far greater frequency. In fact, don’t let a communication opportunity go by without using it. I’m serious. Let “together” be a constant reminder to your employees that they are not alone, helping them to motivate them to perform their very best. hbr.org