This article was inspired by research from Tracy Brower, PhD, Vice President of Workplace Insights at Steelcase, and her upcoming book, Critical Connections. Her work explores how relationships at work influence wellbeing, engagement, and performance. At Franklin, we see these insights play out every day as we help organizations create environments that support meaningful connection.
Friendships have always mattered in life. What is often underestimated is how much they matter at work, especially now.
Today’s workplace is shaped by heavier workloads, lingering burnout, and fewer natural moments for connection. Hybrid schedules and distributed teams have made it easier to stay productive while feeling disconnected. In that context, relationships between coworkers are not just a cultural bonus. They are one of the strongest predictors of engagement, resilience, and sustained performance.
Research consistently reinforces this. According to workplace expert Ken Coleman, when one employee has a work best friend, both individuals experience up to seven times higher productivity and engagement. Even more striking, employees with three work best friends are 96 percent more likely to report feeling happy, satisfied, and fulfilled at work.
For leaders and organizations, this is not about encouraging social time for its own sake. It is about understanding what actually helps teams function well under pressure.
Why peer friendships support performance
They create psychological safety within teams. People are more likely to ask questions, admit uncertainty, or flag problems early when they feel safe with the people around them. Peer relationships play a major role in that safety. It is much easier to say “I need help” or “something isn’t working” to a colleague you trust than to navigate those moments alone.
They improve day-to-day problem solving. Work rarely moves in straight lines. Strong peer relationships make it easier for teams to course-correct in real time. Colleagues share information more freely, catch issues earlier, and collaborate more naturally when trust already exists.
They increase follow-through and accountability. When people care about the colleagues they work alongside, accountability becomes shared rather than enforced. Deadlines matter more. Commitments feel personal. That dynamic raises performance without adding pressure from the top.
How friendships actually form at work. Most workplace friendships are not the result of big initiatives. They develop through small, repeated moments. Doing meaningful work together. Solving problems side by side. Following through. Being reliable. Taking time to listen. These everyday interactions build trust over time.
Organizational culture and the work environment either support those moments or quietly work against them. Teams need opportunities to interact naturally, not just efficiently.
Why space and environment still matter. The physical workplace still plays an important role in how relationships form and endure. Offices that support visibility, informal interaction, and easy collaboration make it easier for connections to develop organically.
In hybrid settings, this becomes even more important. When people are together less often, the spaces they do share need to help reinforce relationships, not just accommodate tasks.
For leaders making decisions about workplace strategy, this is a critical lever. The office should support connection in ways that virtual tools cannot fully replace.
A more realistic view of performance.
Friendships at work are not about blurring boundaries or forcing closeness. They are about enabling teams to function well over time. When employees feel connected to their peers, work becomes less transactional and more sustainable. Teams communicate better, adapt faster, and support one another through change.
For leaders, recognizing the value of workplace friendships is not about managing emotions. It is about understanding the human dynamics that quietly shape performance, wellbeing, and long-term success.