But fostering this level of trust and communication can seem daunting to fit in during a busy week of meetings, especially if working remotely.

The good news: There’s no need to carve out more time during the day for team bonding. Using the time allocated for employee fitness and well-being breaks can not only improve their physical and mental health, but it can also be a powerful community-building tool.

With the right leaders to initiate relationship building, employee wellness programs are the ideal setting for cultivating open communication and trust among employees that transfers seamlessly from the gym into the workplace.

Here are six ways to get started:

1. Get personal.

It sounds simple, but there’s no faster way to break down barriers and make someone feel welcome than introducing yourself. So be sure to say hello to anyone new you see in the fitness center and give a wave to returning faces.

“The first time walking into a gym can be intimidating, especially if there aren’t any familiar faces,” says Mike Arrowood, regional performance manager for Exos. “Spark up that conversation, ask about their kids and their interests outside of work.”

Asking questions unrelated to work helps create cohesiveness and comfort in the gym environment, and it levels the playing field among employees at all levels in the company.

“Eventually they'll build on that relationship and that trust,” says Arrowood. And you might find yourself a gym buddy you can use to support yourself.

2. Hire a dedicated leader or coach.

Trained coaches can spark thoughtful discussions and suggest group exercises that encourage teammates to bond — and to feel motivated about coming back again and again. (Plus they’re great about building those personal relationships from step No. 1.)

“If the coach is there to lead and support, it builds peer-to-peer accountability,” says Bryon Gardiner, the Exos regional performance manager who leads a virtual wellness program at a client site.

Creative coaches know how to use the common wellness or fitness interest of the group — it’s why everyone is there in the first place — to progress participation and conversation.

3. Customize a team challenge.

Putting a company spin on a simple team challenge can have exciting results. And it shows that you actually have your own company culture, rather than just trying to copy some other company’s.

Last October Gardiner and his team organized a WALK-tober challenge for employees working remotely. They kept people engaged by sending out weekly updates that included a map outlining how far they had walked the previous week (using the client’s campuses across the U.S. and Mexico for distance reference). They also highlighted the percentage of participants who walked more than 10,000 steps to provide some individual accountability and set a goal for the current week.

“The ultimate goal was to provide a program that almost everyone could participate in with the least amount of barriers possible,” he says.

Using internal message boards, 350 people participated and self-reported their steps. “No one wanted to miss a goal or let their team down,” says Gardiner. “The results were fantastic.”

4. Diversify activity options.

Part of helping each person succeed and feel motivated is giving employees different options. “Like-minded individuals tend to gravitate toward similar activities,” says Gardiner, whether it’s on a sports court or in the break room.

Some people thrive from a competitive game, while others enjoy the social aspect of getting together. This might include a range of options from pick-up volleyball games and group yoga classes and to a virtual lunch-and-learn about a health-related topic.

Consistently interacting with peers in a way that’s personally stimulating builds relationships quickly and helps maintain them off the court.

5. Get company leadership involved.

“Getting the managers involved creates a positive energy around participation,” says Arrowood. It emphasizes a company culture where it’s encouraged to participate in wellness activities.  

It also lessens the emphasis on job titles, giving people a chance to get to know their bosses on a more personal level and encourages a cohesive, team mentality. This, in turn, allows employees to feel more comfortable approaching the executive team during the work day, explained Arrowood.

6. Follow through on employee feedback.

When employees have the opportunity to suggest classes or activities they want to participate in, and leadership follows through with those ideas, it builds trust among the workforce — and trust is a main component to forming a strong community.

“It builds on that sense of accomplishment,” says Arrowood. “It’s about finding ways to be supportive.”