Here is where Emmy Werner’s research, our own Harvard Study research, and many other pieces of research from across cultures and populations converge to show that a critical link between childhood experience and positive adult social connections is our ability to process

emotions.

It is from our relationships as children—especially our relationships with our family—that we first learn what to expect from others. This is when we begin to develop the emotional habits, so to speak, that will be with us for the rest of our lives. These habits often define the way we connect to others and our ability to engage others in mutually supportive ways.

A crucial point here is that our ability to process emotions is malleable. In fact, managing emotions is one of the things we actually get better at as we grow old. And there is strong evidence that we don’t have to wait until late in our lives for this to happen. With the right guidance and some practice, we can learn to be better at managing our feelings at any age.

There are many participants in the Harvard Study who held “dream jobs”—from medical

researchers to successful authors to wealthy Wall Street brokers—who were nonetheless unhappy at work. And there are inner-city participants who held “unimportant” or difficult jobs and yet derived much satisfaction and meaning from them. Why? What is the missing piece? In this chapter we focus on one important aspect of work that many of us, regardless of what we do for a living, often overlook: the impact that our relationships at work have on our life. Not only because these relationships are important to our well-being, as we’ve discussed, but also because they’re aspects of our work lives that we have some control over, and that have the potential to improve our daily experience immediately. We may not always get to choose what we do for a living, but making work work for us may be more possible than we think.

But are we missing something here? Is the separation we perceive between work and life helping or hindering us in our quest for the good life? What if the value of work—even work we dislike—lies not just in getting paid, but also in the moment-to-moment sensations of being alive in the workplace, and the feeling of vitality we get from being connected to others? What if even the most ordinary workday presents real opportunities for improving our lives and our sense of being connected to the broader world?

Henry’s realization about wanting to be around people also teaches us an important lesson—not about retirement, but about work itself: the people we work with matter. It’s important to look around our workplaces and appreciate those coworkers who add value to our lives. Since work is often so shrouded in financial concerns, in stress and worry, the relationships we develop there sometimes don’t get their due. We often don’t notice how significant our work relationships really are until they’re gone.

Advances in communication technologies are making remote work much more common for jobs in business, media, education, and other industries, and an always-on mentality threatens to make workers’ home lives into an extension of the work sphere. To say the least, a consideration of how these changes have affected our social fitness has not been a top priority. And yet the state of our relationships is among the most important factors in our health and well-being.