Disengagement often stems from a lack of clarity in roles and responsibilities, poor communication and ineffective leadership. When employees don’t understand how their work contributes to the organization’s goals, or when they feel undervalued or undercompensated, they are more likely to disengage. When a culture doesn’t prioritize respect, trust and inclusion, it can lead to feelings of isolation or alienation. Disengagement can also be exacerbated by leaders who fail to commit to decisions or who don’t model the behaviors they expect from their teams. To motivate disengaged team members, consider these strategies: autonomy, workplace friendships, curiosity and modeling.
Autonomy
In my interview with Dr. John Scott, Head of Learning Design and Strategy at MasterClass at Work, his hypothesis is that employees are looking for more autonomy at work. “When you look at most research on motivation, like Self Determination Theory, a sense of autonomy to feel in control of your actions, goals, and have the freedom to make choices is critical. The forced transition to remote work because of the pandemic likely triggered a destructive cycle, where leaders became concerned about employee productivity and engagement, and reacted by putting in more controls, more oversight and more micromanagement in place. This can have the opposite effect, however, as more control and micromanagement actually de-motivates and causes people to disengage, becoming a self-perpetuating cycle. Instead, finding ways to empower people and give them greater autonomy, while it might seem antithetical, is actually critical to driving motivation and increasing engagement.”
Leaders play an important role in fostering a greater sense of autonomy by resisting micromanagement, instead empowering people. For example, in his class on MasterClass, retired Navy Seal Jocko Willink uses the concept of “decentralized command” as a way to explain how leaders can empower members of their team by setting clear expectations, ensuring people understand the task, listening to their ideas and being transparent and candid about their performance. Scott says their data also suggests people need growth opportunities like stretch projects that help them develop new skills and create safe places for learning and failure.
Workplace Friendships
Engagement research for years has shown the correlation between friendships in the workplace and engagement. Scott encourages people to make one platonic friend at work. The research is clear that when employees have even just one friend at work, it can have a dramatic effect on their overall well-being, their engagement and their motivation. Especially for remote workers, where oftentimes our interactions with colleagues are very transactional in nature, from slack questions, or Zoom calls with tight agendas, it’s important to find opportunities to engage in authentic and meaningful conversations with someone we trust and respect.
Curiosity
Curiosity and having a growth mindset will help ensure an employee doesn’t become stagnant and continues to find opportunities to grow and evolve. Employees often don’t take advantage of many of the learning and development opportunities provided by the organization, evidenced in the lack of adoption of many Learning and Development tools. Yet, this is a great way not only to advance within the organization, but also develop skills (oftentimes validated through certificates and other credentialing tools) that are transferable to other jobs. Regardless of where an employee is working (remote, in office, hybrid) or their ability to form meaningful relationships with colleagues, they are always in control of their learning and personal growth if they seek out those resources and take advantage. This includes Employee Resource Groups, which offer opportunities for employees to engage with others in activities and social discourse outside the formal processes and transactional encounters of specific work tasks.
Modeling
In my interview with Melanie Steinbach, Chief People Officer of MasterClass at Work, she recommends leaders model the behavior they want to see more of from their teams. “Modeling effective performance management practices—like regular feedback, clear communication of expectations, and recognition of achievements— leaders can create a high-performing environment that naturally boosts engagement. Engagement is also tied to how decisions are made and communicated; HR leaders should prioritize transparency, data-backed decisions, and involve employees in decision-making processes, especially those that impact them directly.”
Managers and leaders play a critical role in preventing the Great Detachment by fostering a culture of respect, trust, and clarity. They should ensure that organizational and individual goals are well-defined and communicated, reducing the likelihood of employees feeling disconnected from the company’s mission. Leaders should also be transparent about decision-making processes and ensure that communication is clear and consistent. Additionally, by creating an inclusive environment where diverse perspectives are valued and respected, leaders can help employees feel more connected and engaged. Preventing detachment also involves being responsive to employees’ needs, focusing on output rather than hours worked, and being generous and supportive during challenging times.