Massage Therapy Journal Spring 2026

70 • Massage Therapy Journal

cohesion, collaboration and innovation really take off. • Connection for the leader themselves. It really is lonely at the top. Leaders themselves experience disconnection at alarming rates, which can undermine both their effectiveness and sustainability. That’s why having your own peer network of mentors, fellow leaders and friends outside of work is essential. When leaders nurture connection at all three levels, everyone wins. Leaders themselves are more resilient, teams are more collaborative and the entire organization benefits from a culture of trust, psychological safety and shared growth. Q What are some things that get in the way of building strong connections, and how can people better manage these obstacles? A When people think about what gets in the way of connection, the first thing they usually point to is time. We’re busy, we’re stretched thin, and sometimes we don’t have the emotional resources or energy to connect in the ways we’d like. Those are real challenges to navigate. But what I’ve found is that the bigger barrier often comes from within—our beliefs and expectations about what relationships “should” look like. I call this the real–ideal divide: The gap between the relationships we have and the ones we want (or the ones we think we’re supposed to have). The bigger this divide, the greater our risk for loneliness and all its ripple effects. But the flip side is just as important: when we can narrow that divide, we unlock potential. So how do we bridge the real–ideal divide? Recognize it. Just naming the gap—and whatever feelings it stirs up—is powerful. It validates your experience and gives you a compass that points you to the relationship needs you can work to meet.

Challenge assumptions. If you catch yourself thinking, “I don’t have time for connection” or “They probably don’t want to hear from me” or “We don’t have anything in common—we’re completely different,” pause and ask: Is this fact or just a feeling? What evidence do I have that this is true? What evidence points to the contrary? This process can unlock more helpful ways of thinking and lead to more encouraging approaches to connection. Take action. Confidence doesn’t just come from mindset shifts—it comes from practice. And what’s clear is that we grossly underestimate the impact of small moments of connection. It doesn’t take much to make a difference in our level of connection, and someone else’s: • Check in on a student or colleague—ask how they’re really doing. • Share a real story from your day instead of routine small talk. • Text a friend a photo that reminded you of them. • Ask a neighbor their favorite coffee spot—and report back after you’ve tried it! Q Most massage therapist’s success relies heavily on building and maintaining ethical boundaries, which might make building and sustaining authentic relationships more difficult. What would you say to a massage therapist wondering if having authentic relationships with students, coworkers, clients might possibly jeopardize their ethical commitments? A Having close relationships at work is a huge competitive advantage. And in the health and well-being space, the quality of the client/ therapist relationship is what often makes the biggest difference in therapeutic progress. But that doesn’t mean we can—or should— be friends with everyone. Sometimes the nature of our work means that true friendship isn’t possible or appropriate.

Having close relationships at work is a huge competitive advantage. And in the health and well-being space, the quality of the client/therapist relationship is what often makes the biggest difference in therapeutic progress.

amtamassage.org/mtj