Social isolation is a hidden crisis affecting youth and young adults in care settings. It’s not always visible, but its impact is profound, influencing mental health, engagement, and long-term wellbeing. In the non-regulated domiciliary care sector, leaders have a unique opportunity to influence lives not only through physical care but by creating environments that foster genuine human connection. This starts with intentionality.

Intentional connection is more than checking a box or sending a “How are you?” message. It’s about creating meaningful spaces where young people feel heard, valued, and understood. For youth, especially those navigating transitions from family to care, these moments of connection can shape self-esteem, trust, and resilience. Leaders who prioritise these interactions signal to their teams that relationships are fundamental, not optional. This, in turn, sets the tone for every caregiver, volunteer, and staff member to follow suit.

In practice, intentional connection might look like structured one-on-one check-ins where staff take the time to ask not just about routines but feelings, aspirations, and challenges. It can be a group activity where youth are encouraged to share their thoughts and experiences, fostering peer-to-peer engagement. These approaches help break down barriers, counter loneliness, and create a sense of belonging.

Beyond structured moments, leaders must also model connection in their own behaviour. When staff see leadership consistently engaging with young adults with empathy and attentiveness, it normalises these behaviours. This modeling encourages care teams to go beyond transactional interactions, embracing deeper relationships with the individuals they support. Over time, this culture of connection becomes embedded, influencing daily operations, team dynamics, and ultimately, the quality of care delivered.

Intentional connection also requires sensitivity to the unique challenges youth face in domiciliary care. Many young people in care may have experienced trauma, neglect, or instability, making them wary of relationships. Leaders must equip their teams with the skills to approach interactions with patience and understanding, recognising that trust may take time to build. This is not about quick fixes; it’s about consistent, thoughtful engagement that respects the individual’s pace and experiences.

A strong culture of intentional connection can also influence outcomes beyond emotional wellbeing. Young adults who feel socially connected are more likely to engage with their care plans, participate in education or skill-building opportunities, and develop life skills essential for independence. In contrast, social isolation can exacerbate mental health challenges, reduce compliance with care routines, and hinder personal growth.

Leadership, therefore, plays a critical role in embedding practices that prevent isolation. This starts with hiring and training staff who value empathy, communication, and emotional intelligence. Leaders can implement mentorship programs, peer support groups, and community-building activities that are designed with input from youth themselves. By involving young people in designing these initiatives, care settings empower them, giving them agency while fostering meaningful connection.

Another crucial aspect is feedback. Intentional connection is not static; it evolves as the needs of young adults change. Leaders must actively listen to staff and youth, assess the effectiveness of engagement strategies, and adapt approaches to ensure they remain relevant and impactful. This dynamic approach ensures that connection is not just a policy but a living, responsive part of the care environment.

Finally, intentional connection is a leadership mindset. It requires prioritising relationships in every decision, from staffing schedules to activity planning. It demands recognising that every interaction—however small—matters in shaping a young person’s sense of self and belonging. By embracing this mindset, leaders in domiciliary care can transform isolation into inclusion, loneliness into belonging, and uncertainty into confidence.

In conclusion, intentional connection is not an optional extra in care; it is a fundamental responsibility for leaders committed to the wellbeing of youth and young adults. It requires deliberate actions, consistent modelling, and a culture that celebrates authentic relationships. When leaders commit to this approach, they not only improve the lives of the young people in their care but also create an environment where staff feel motivated, supported, and capable of making a real difference. In a sector where human interaction is the core of everything we do, the power of intentional connection cannot be underestimated.