Managers Respond to Disengaged Employees Through Understanding, Not Control
Research indicates that a controlling response to disengaged employees can be ineffective. Instead, compassionate curiosity and collaborative problem-solving may restore commitment.
When team members disengage, managers often instinctively tighten their control. However, a Fast Company analysis suggests this approach can be counterproductive, leading to compliance rather than genuine commitment.
According to Gallup, 70% of the variance in team engagement stems directly from the manager. When employees show signs of disengagement, such as reduced participation or negativity, a leader's immediate reaction might be to exert more authority. This response, often rooted in threat rigidity theory, can suppress behavior but rarely addresses the underlying issue.
The article details a case where a retail operations leader, Sam, faced a team member whose behavior turned negative and distant during a period of significant company transformation. Despite meeting targets, the employee became passive and critical. Sam considered disciplinary actions, including a formal performance plan.
Instead of solely focusing on the behavior, the analysis urges managers to seek understanding of the root causes. Disengagement can stem from uncertainty, loss of confidence, feeling unheard, or disagreement with company direction. Addressing these underlying factors is crucial for sustainable solutions.
Leaders are encouraged to practice "compassionate curiosity," aiming to understand the employee's experience and concerns. By involving the employee in shaping solutions and fostering ownership, their engagement is more likely to increase. This collaborative approach builds trust and can preserve the working relationship, even when performance issues ultimately need addressing.