Attachment Theory helps us discover how and why the experience we had with parent-child interactions in our infant years, form the pattern we follow when relating to others. Although the theory was initially developed with a focus mainly on personal relationships – later it was expanded to include professional ones as well. Recent research on the topic raises the question of “How we react and perceive our workplace connections?”, as well as “How we approach the responsibilities assigned to us?”.

Based on the four attachment models from the theory (Secure, Avoidant, Anxious and Disorganized), we can trace how they unfold in our business environment. Recognizing the distinctive features of each of them, we as leaders can approach the different members of our team individually. It is impossible to lead a successful team if we are not able to adapt to it, or if we do not understand the behavioral patterns that determine the correct approach towards each person in the team. Moreover, the knowledge of the different attachment models would give us the necessary knowledge and experience, on the one hand to strengthen the sense of security within the team, and on the other hand, to respond more adequately to the inevitable challenging situations over time.

For example, if we know that a certain employee exhibits the traits of insecurity of the Anxious attachment model – we can strengthen his sense of safety by verbally supporting him. People with a dominant Avoidant model, on the other hand, would be positively affected by being encouraged to delegate some of their tasks to other people, and by this gradually developing their trust to the other colleagues. This way, they would discover the benefits of teamwork and the comfort of interdependence in accomplishing the assigned task.

 Although Attachment theory focuses on the quality or our relationships in our early lives as a leading prerequisite when forming certain attachment model – it also highlights other important influencing factors. Such are: the educational system we were raised in, social environment, the way our relationships have developed over the years, and others. This makes the method integral and allows us to perceive the business climate in the organization through the lenses of the human factor. Using the method encourages leaders to develop a secure attachment model pattern in their team by building positive perceptions and confidence in their employees. This integrates constructive leadership style that provides a comfortable environment where everybody has the chance to be themselves and to feel a sense of belonging.

Trauma-informed leadership also makes us aware of where we belong as part of the internal business environment. It allows us to become familiar with our own attachment model, to understand it and observe how it unfolds when interacting with our colleagues. This prevents us from making hasty and emotional decisions when we feel frustrated by a colleague’s behavior or when standing before a challenging work task. Trauma-informed leader approaches the individual with the question “What happened to you?” rather than with “What’s wrong with you?”.

Regaining control over the way we approach both our colleagues and our responsibilities in the business environment, inevitably has a positive impact on our lives outside our work as well. We begin to perceive and relate to others more empathetically. By understanding the way we interact with people, we become more conscious of their models as well. When we choose to develop this new constructive approach, we inevitably become better leaders, better colleagues, and ultimately better people.

 References:

Perryer, Sophie, (2019) .The benefits of applying attachment theory to your workforce

Akalp, Nellie. Undestanding employee “Attachment Styles” helps managers build more cohesive teams