How small interactions can have a significant impact

We often think we have it all figured out. We plan, invest time and money and assume we know what will lead to success. Despite our good intentions, we can easily overcomplicate our plans and overthink what will produce the right results.

Over time, we learn that many of our most memorable experiences come from unexpected and often our simplest interactions. These small, seemingly insignificant moments can have a profound impact on our personal and professional lives, yet we frequently neglect or fail to recognize them.

Let me share a personal experience that illustrates the power of small, meaningful interactions.

On a recent family vacation, we stayed at a large resort that featured an on-site waterpark with a massive main wave pool, a sandy beach, a lazy river and a few smaller lagoon pools to relax and avoid crowds. In addition to our pool time, we enjoyed mouthwatering meals, saw world-class performances, bought unique souvenirs, played games in arcades and slept late most mornings.

Despite all the frills and excitement, a simple interaction between me and my son left the biggest impression on him. When my wife and I asked him to share his favorite part of the vacation, his face lit up with joy. He eagerly reenacted a game he created with me called Crab, in which we played in one of the smaller pools and walked sideways with our hands along the ledge and feet on the walls underwater to get from one end to the other without touching the bottom. It was a moment of pure happiness and connection that he cherished the most.

We often hear personal stories like mine reminding us about the little things in life. But what about at work?

In contrast, we tend to focus on the big picture and major achievements in our professional lives. When looking through a managerial lens, it becomes easy to get caught up in task-oriented thinking, where planning, organizing and executing our job responsibilities dominate our priorities. After all, we hire and pay people to get work done and produce results, right?

What if we instead looked at our employees not just as workers but as individuals with unique experiences and perspectives? Could a relationship-oriented shift in our perspective lead to higher levels of workplace engagement ― a known driver of improved business outcomes?

Looking through a leadership lens, I hope the answer is clear and straightforward: Employees are people first, and the little things also matter to them. Besides the satisfaction of doing good work and earning my salary and benefits, some of my most memorable professional experiences were formed through small, meaningful relationships between my leaders, mentors, peers and direct reports. Reflect on your career experiences to find examples of what and who made a difference to you.

Next, consider the last time you checked in with your people. When was it, and how did it go?

The most straightforward advice I have heard on this topic was from Marcus Buckingham when he visited Boise State University in 2016 at an event hosted by the College of Business and Economics. He encouraged leaders to use a weekly five-to-seven-minute check-in with each team member. During these check-ins, he recommended that leaders ask two strength-based questions about near-term, future work: 1. What are your top priorities for the week? and 2. How can I help? Give it a try and see what you learn.

Other alternatives include a monthly or quarterly check-in approach if weekly is unrealistic for your workplace. I have seen both approaches successfully applied to multiple industries and organizations of different sizes. Frequency and duration may vary depending on the business setting, but what matters most is building trust with your people and connecting often enough to provide timely coaching, support and direction.

Pick up a copy of “Performance Conversations: How to Use Questions to Coach Employees, Improve Productivity & Boost Confidence (Without Appraisals!)” by Christopher Lee, Ph.D., and “The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forward,” by Michael Bungay Stanier, for more helpful tips and tools to apply in your company as you test the frequency and format that works best for your check-ins.

Our people deserve competitive and equitable compensation for their efforts, but that alone won’t be enough to inspire or sustain their best work. We must remember that small, personal interactions often make the most significant difference in our workplace relationships, fostering trust, understanding and higher levels of engagement. These small interactions can transform our work environment, making it more positive and productive. From vacations to vocations, let’s stop assuming we know the answer to how our people are doing and what they need from us. Check in with them early and often, starting today.

Ben Quintana is a leadership adviser, professional speaker and an award-winning educator. He teaches MBA courses in leadership, business communication and strategic human resources at Boise State University, where he received the 2024 Adjunct Faculty Member of the Year Award. He can be reached at [email protected].