One of our clients who owns a successful company reached out recently to discuss some significant changes shaking up their organization and their industry. New technology is reshaping workflows, customer expectations are evolving, and market pressures are intensifying. Given all this, the owner shared that he needs employees to step up, adapt, and take initiative. But instead, people seem to be retreating and doing just enough to get by. He’s frustrated—why isn’t the team rising to the challenge? And, more importantly, what can be done to turn things around?
Gallup calls this phenomenon “The Great Detachment.” It’s not just about employees leaving their jobs—it’s about those who stay yet mentally ghost their work. They feel disconnected, stagnant, and stuck in workplaces that no longer inspire or support them. Gallup’s research shows that fewer employees feel connected to their jobs than ever before. But here’s the kicker: blaming employees for being disengaged is like blaming your car for running out of gas. Leaders have to take responsibility for filling the tank.
Here are three ideas on how to do that.
1. Employee Engagement Starts with Clear Expectations
Picture this: You sign up for a triathlon, but no one tells you where the starting line is, how long each leg of the race will be, or even what the swim, bike or run course is. That’s exactly how employees feel when they don’t have clear expectations. And according to Gallup, nearly half of employees say they don’t know what’s expected of them at work. That’s a failure in leadership, not a flaw in employees.
How to Fix It: Spell things out. Not in a micromanaging, soul-sucking way, but in a way that gives people clarity and direction. Make expectations crystal clear. Have real feedback conversations (not just annual performance reviews) about goals, priorities, and success markers. And don’t just set expectations and disappear. Check in. Course correct. Make sure your team members know what a win looks like.
2. Employee Engagement Thrives on Purpose and Connection
Nobody wakes up excited to “increase shareholder value.” People want to feel like what they do actually matters. The problem? Most leaders assume their employees understand why their work is important, but rarely spell it out.
How to Fix It: Connect the dots. Show employees how their work impacts customers, the community, or even just their teammates. Recognize and show appreciation for their efforts. And for the love of all things leadership, don’t just say “good job” and move on—tell them specifically what they did well and why it mattered. People don’t stay engaged for a paycheck alone; they stay because they feel like they’re making a difference.
3. Employee Engagement Requires Leadership That Adapts
Want to kill engagement fast? Ignore change. Right now, workplaces are shifting at warp speed, and employees feel like they’re constantly playing defense. A whopping 73% of workers say their jobs have changed significantly in the last few years, and most of them feel like they weren’t given a heads-up, let alone a game plan.
How to Fix It: Get ahead of change. If you know shifts are coming, tell your team early and often. Be brutally honest about what’s happening and how it affects them. And instead of just dumping change on them, involve them in the process. Ask for input, listen to concerns, and make adjustments where you can. Employees don’t disengage because things change—they disengage because they feel like they have no control over those changes or how they’ll be implemented.
Employee Engagement is Ultimately the Leader’s Responsibility
Blaming disengaged employees is easy, but it solves nothing. Leaders have the power and the responsibility to re-engage their teams. Give people clarity, connect them to purpose, and help them navigate change. Because when leaders step up, employees lean in. And that’s how you turn The Great Detachment setback into a comeback story.
Frequently Asked Questions
How can leaders identify early signs of disengagement?
- Look for changes in behavior—missed deadlines, lack of participation in meetings, reduced initiative, or a shift in attitude. Employees rarely disengage overnight; it’s a gradual process.
What role does company culture play in engagement?
- A strong, supportive culture fosters engagement by making employees feel valued and connected to a bigger purpose. Toxic or unclear cultures, on the other hand, drive disengagement fast.
How does hybrid or remote work impact engagement?
- Without intentional effort, remote employees can feel isolated. Regular check-ins, clear communication, and virtual team-building activities help maintain connection and motivation.
What’s the biggest mistake leaders make when trying to re-engage employees?
- Assuming one-size-fits-all solutions work. Engagement drivers vary—some employees crave growth opportunities, others want more flexibility, and some need recognition. Leaders must tailor their approach.
How can middle managers boost engagement if upper leadership isn’t on board?
- Even if executive leadership isn’t prioritizing engagement, managers can create a culture of connection within their teams by setting clear expectations, recognizing contributions, and fostering open dialogue.
Does engagement mean making employees happy all the time?
- No. Engagement is about connection and motivation, not constant happiness. Employees can be engaged while facing challenges as long as they feel supported and valued.
What’s the connection between employee engagement and retention?
- Engaged employees are far more likely to stay because they feel invested in the company’s success. Disengaged employees are more likely to quietly quit—or actually leave.
What’s one quick win leaders can implement today?
- Start recognizing contributions—publicly and privately. A simple “I see the effort you’re putting in, and it matters” can go a long way in boosting morale and engagement. Better yet, give a specific example of something they did well.
Looking for more information about team development? Be sure to check out our Leader’s Guide to Building Stronger Teams.
