The Disengaged Leader, and Why They Are Key to Turning Things Around

This month, we’re continuing to examine Gallup’s State of the Global Workplace 2024 Report. Gallup’s research confirmed what many organizations across the globe are wrangling with: an unprecedented epidemic of employee disengagement.  

Workers can no longer carry the weight of an increase in stress, frustration, and loneliness—in large part due to post-COVID changes in their work environment—and are beginning to check out. With employee mental health deteriorating at an unsustainable pace, companies are scrambling to provide well-intentioned interventions such as apps and mindfulness initiatives. But that is not enough.  

As our past blog posts have highlighted, the key lies in those who interact with these employees every day: their leaders. Effective management practices not only stem the tide of employee disengagement, they influence the trajectory of the company as a whole. 

Star Leaders Create Star Companies

According to Gallup’s report, when teams and business units managed by first-rate leaders demonstrate a rise in engagement, their organizations benefit from a trilogy of results: 

1. An increase in positive outcomes (10% higher customer engagement, 17% more sales, and 13% higher productivity)

2. A decrease in negative outcomes (78% less absenteeism, 51% less turnover, and a 26% decrease in theft)

3. Overall better ROI for their organization (23% higher profitability, 22% more employee participation, and a whopping 68% in employee wellbeing)

In this blog post, however, we’re pulling back the curtain even further.  

What if the Disengaged Employee is the Leader Herself?

While Gallup found that managers more so than non-managers enjoy the benefits of better pay, an increase in social status, ongoing support from their peers, and more connection overall to their organizations, it’s not all a bed of roses. Worldwide, these leaders reported higher rates of anger (24% of managers vs. 19% of non-managers), sadness (24% of managers compared to 21% of non-managers), and worry (39% of managers as opposed to 36% of non-managers).  

How can you ease the burden of burnout and disengagement for your leaders and managers? Read on to learn more. 

Bolster Her Abilities

Anecdotal references in Gallup’s report show that employees appreciate managers who communicate often and well, and who exhibit interest in them personally as well as professionally. While these abilities come naturally for some leaders, for others it may be a struggle due to missing soft skills, outdated views on management, or simply the lack of experience in a leadership role. Provide all your leaders with the training they need to meet your employees’ expectations, including a coaching mindset, effective feedback, frequent recognition, and active listening.  

Shore Up Her Resiliency

Gallup’s research shows that employees whose companies are going through disruptive change report lower rates of engagement, higher rates of burnout, and a proclivity toward leaving their companies. Which group of workers experiences this more often? Leaders and managers, by 56% (compared to non-managers at 50%). 

These overwhelmed leaders must rely on organizational support to help them build elasticity in the face of nonstop transition. These managers are your last line of defense—equipping them with skills in self-awareness, stress management, and resilience will help them lead change smoothly and reap the significant gains their initiatives were meant to provide.  

Let Her Do Her Job

Leading employees well (coaching them, clarifying their job roles, and listening empathetically to them) is slow work. The resources your managers and leaders need most are time and space: time to build quality relationships by understanding the unique strengths of their team members, and space to encourage collaboration and build team unity.  

Leaders who are constantly under the gun or whose roles aren’t clear can’t effectively support their direct reports. Streamline your managers’ job descriptions, tailoring them toward their important roles. This will provide the headspace needed for their most crucial work. 

The Bottom Line

The hard and fast truth is that your managers and leaders are suffering from disengagement and burnout just like the rest of your organization. This is the bottom line—figuratively and literally. When your leaders are disengaged, there is blowback throughout the entire company and your end-of-year numbers will show it.  

If you want to move the needle for all of your employees, start by supporting your managers. They hold the answers to effectively addressing rising employee disengagement. When you seriously commit to giving your leaders the support they need, your organization will reap the benefits, now and in the future.  

Are you seeing the signs of disengagement in your managers and leaders? We know how to help. Give us a call today.