As negative and challenging as this reality may seem, it also brings a tremendous opportunity for leaders to address disengagement head-on. By acting with deep intentionality, organizations can gain a significant edge. Gallup estimates that fully engaging the world’s workforce could add $9.6 trillion in productivity to the global economy. Imagine what could happen if leaders truly unleashed the potential within their organizations.

The real question isn’t just why disengagement is happening, but how we address it. How do we, as leaders, create workplaces where people feel empowered, connected, and valued not just as employees but as individuals?

A Workforce Under Pressure

The challenges that have brought us to this very moment are complex and intertwined. For many managers, the past few years have been nothing short of tumultuous. Post-pandemic retirements, sudden turnover, hiring sprees gone awry, budget cuts, and shifts in customer expectations have left many feeling overwhelmed.

At the same time, many employees are grappling with rapid changes that touch every aspect of their lives—from inflation and housing costs to lingering concerns over health and well-being.

The latest Gallup report highlights that employee life evaluations have significantly dropped. Well-being has transitioned from an HR talking point to a full-fledged workforce crisis. Shockingly, in regions like South Asia, only 15% of employees rate their lives as thriving, while globally, 33% are in this category. The rest of the data tells a story of deep struggles and unmet needs.

Despite the prevailing uncertainty, one certainty persists: the key to overall engagement lies with people managers. They directly influence 70% of it, making them either the biggest barrier or the strongest driver in building a positive and productive culture.

The Path Forward

The path forward, especially in tough and uncertain times, is rarely straightforward. It’s easy to dwell on challenges and hope for external circumstances to improve, but that mindset isn’t leadership—it’s stagnation.

This is where the idea that true leadership is about influence, not a title, comes into play. The need for leaders to step up and make an impact has never been greater. Here are five specific steps to tackle disengagement head-on and reimagine the workplace.

1. Invest in Managers as the Linchpin

The data is clear: training can significantly reduce manager disengagement. Yet, only 44% of managers globally have received meaningful development. This is a missed opportunity. By focusing on practical coaching skills, emotional intelligence, and resilience, manager training programs can boost performance by 20–28%, with effects lasting up to 18 months.

When managers learn not just to hit KPIs but to truly connect with their teams, it can transform workforce engagement. Great managers don’t just oversee work—they build environments where people feel supported, valued, and able to thrive.

I’ve seen this challenge up close over the past decade. Manager training isn’t about a one-off professional development program every few years. Organizations that view training as constant and ongoing—like a sports team preparing for every game—see the greatest impact.

2. Prioritize Flexibility

The way we work and interact with one another has shifted forever. While remote and hybrid work may not be practical in all industries, their overall impact on employee expectations is undeniable. Flexibility is no longer a perk; it’s expected. Leaders must show that they understand employees’ lives outside of the office by offering flexible hours, adaptable policies, and remote work options.

When implemented correctly, flexibility fosters trust and empowers individuals to thrive. Start by truly listening to what employees need to perform at their best, and design work around their feedback. Disengagement often arises when organizations and leaders fail to adapt to the evolving needs and realities of their people.

3. Make Well-Being a Cultural Priority

It’s not enough to have well-being initiatives buried in a benefits package that people will never see. Leaders must actively build a workplace culture where well-being is not just supported but promoted and celebrated. This means normalizing conversations about mental health, offering resources for stress management, and ensuring team members feel psychologically safe.

A positive and thriving workplace culture isn’t built overnight, but it starts with visible and bold action. When leaders prioritize their own well-being and demonstrate vulnerability, employees are more likely to follow suit.

As I discuss in detail in Culture Is the Way, noble intentions fall flat without consistent behavior and action from an organization’s leaders.

4. Redefine Success Beyond Output

For too long, success has been measured by output alone. The truth is, a disengaged workforce can hit targets without delivering any real value. Organizations must prioritize metrics like employee satisfaction, retention rates, and internal mobility as true indicators of meaningful success.

To achieve this, leaders should seek ongoing feedback from their teams. By consistently examining and reflecting on how employees feel about their work environment, organizations can course-correct before small problems become big ones. It’s crucial to understand that informal, real-time check-ins are just as valuable as formal processes.

5. Commit to Continuous Development

The latest global workplace report makes one truth abundantly clear: organizations that actively encourage growth and development see thriving levels spike from 28% to as high as 50%. This isn’t about checklists—it’s about integrating development into the organization’s DNA as a shared commitment to success.

A powerful question I often encourage leaders to reflect on is, “How am I investing in my people not only as workers but as human beings?” This might include creating mentorship programs, giving employees ownership of special projects, or offering skill-building workshops that go beyond job-specific tasks.

Leadership That Makes a Difference

Navigating this seismic shift in the workforce requires more than business acumen; it requires heart. The real difference-makers in our organizations will be those who see their people not as cogs in a machine, but as complex, ambitious, and capable individuals.

Meaningful engagement isn’t about fancy perks or hollow gestures—it’s about making people feel seen, heard, and valued.

The challenges outlined in Gallup’s latest workplace report are daunting, but they also present an unprecedented opportunity for leaders to reimagine the workplace. By investing in managers, prioritizing well-being, and embracing flexibility, organizations can address disengagement and empower their people to thrive.

The time to act is now. Leaders must rise to the occasion and create workplaces where people and businesses thrive together. The future of work depends on it.

The post Tackling Disengagement in Today’s Workforce appeared first on Matt Mayberry.

But what lies beneath this decline? And, more importantly, how can leaders reverse the tide? Understanding the dynamics behind workplace engagement can help organizations chart a more sustainable, human-centered path forward.

Unpacking the Workplace Engagement Challenge

Underpinning the decline in workplace engagement is a troubling shift in some of the most basic human needs at work. Employees are feeling lost, undervalued, and stagnant. Gallup’s research reveals that three key areas are currently facing challenges, and this is not just a trend among different generations or a temporary shift:

• Role Clarity: Far too many employees don’t know what’s expected of them. When expectations are unclear, stress and inefficiency thrive. Workers flounder, underperform, or, worse, disengage completely. A lack of clarity forces employees to expend their energy guessing rather than producing impactful results, further eroding workplace engagement.
• Meaningful Relationships: Feeling cared for and supported by colleagues and managers isn’t a “nice-to-have”; it’s foundational. Yet too many workers report an absence of genuine connection. This void drastically enhances isolation, paralyzes collaboration, and can lead to increased turnover—the antithesis of strong workplace engagement.
• Development and Recognition: Employees crave opportunity—to grow, to transform their skills, and to be recognized for their contributions. When personal and professional development stalls or goes unnoticed, complete disengagement is only just a step away. Workers are left asking, Why bother?

Why Workplace Engagement Matters

Workplace engagement is more than a buzzword; it’s a core engine of organizational success. Engaged employees deliver better work quality, drive innovation, and create loyalty among customers. But disengagement has the opposite effect—leading to high turnover, diminished morale, and limited creativity. The path an organization takes toward resolving this issue influences everything from its bottom line to its ability to compete in fast-changing markets.

Interestingly, some industries have still managed to combat national trends by doubling down on robust workplace engagement strategies. These outliers are proof that the issue can be fixed with intentional and purposeful leadership.

Leadership Lessons and Strategic Applications

To rebuild a sense of connection and purpose in workplaces, leaders need to take intentional, integrated steps that align strategy with people. Here’s where organizations should focus:

1. Set a Clear Purpose and Culture

Great leadership begins with clarity. Employees need to see how their daily work ties to a broader, meaningful mission. Leaders must explain the organization’s values and how they directly apply to daily work.

Ask yourself, “How does our work improve lives—customers’, employees’, or society’s?” Make this a consistent part of team discussions. When employees connect their individual actions to meaningful outcomes, even routine tasks gain significance—fueling workplace engagement.

2. Empower and Develop Managers

Leadership is about building leaders. If managers themselves lack engagement, how can they inspire others? Upskilling managers to become effective communicators, motivators, and developers of talent is essential. This involves both skills training and an ongoing culture of feedback and accountability.

Strong manager-employee relationships require more than task delegation. Meaningful dialogue—focused on personal growth, challenges, and ambitions—can reframe the role of work as an enabler of growth and workplace engagement.

3. Focus on Personalized Communication

A lot of younger employees, especially members of Generation Z, feel ignored or misunderstood on the job. Timely recognition, personal development, and knowing how their work fits into the larger context are important to them. Regular one-on-one meetings and recognition programs can make them feel valued and seen. Also, leaders should make it simple for people to voice their opinions and concerns; listen to those voices and work together to find solutions. Such practices, and being acutely aware of personalizing communication, can greatly enhance workplace engagement.

4. Strengthen the Core Engagement Drivers

Gallup’s findings indicate that three fundamental aspects of engagement—clarity of expectations, feeling cared for, and development opportunities—are currently facing challenges. These aren’t just abstract ideas; they’re basic human needs.

Practical strategies include:

• Providing onboarding tools and refreshers to ensure job clarity.
• Creating networks of peer support where employees feel personally valued.
• Offering individualized career-path guidance to encourage upward momentum within the organization.

These actions can reignite workplace engagement, providing a much-needed foundation for growth.

5. Balanced Feedback and Recognition

In the workplace, recognition goes beyond just monetary rewards—it’s like emotional currency. A simple “thank you” or acknowledgment of someone’s hard work, paired with constructive feedback, can create a culture where appreciation thrives. When people feel noticed and valued, they naturally put in more effort and think more creatively. I saw this firsthand at an insurance company I recently worked with. They rolled out a peer-recognition program where team members could shout out each other’s positive actions on a virtual platform. What seemed like a straightforward idea sparked a powerful shift toward ongoing encouragement and respect, increasing engagement across all teams.

6. Leverage Technology to Personalize Workplace Engagement

Depending on its use, technology can either enhance or harm engagement. Tools that enable collaboration, track progress, and offer insights into employee sentiment can help managers act with greater precision. However, relying purely on technology without incorporating face-to-face interactions is a missed opportunity to maintain the human connection that drives workplace engagement.

A Future-Oriented Motivation

Moving forward requires optimism. Leaders must believe—and show—that workplace engagement isn’t an impossible goal but a manageable science. Numerous success stories prove that doubling engagement levels is achievable through thoughtful, deliberate action.

For every disengaged employee, there’s an opportunity to build trust, clarify goals, or create new pathways for satisfaction and mobility. Organizations that approach engagement by framing it as a mutual value exchange succeed not because of lofty ideals but because they truly invest in their people.

This decade may have started on shaky ground for workplace engagement, but it’s far from over. The question is no longer whether leaders can afford to prioritize engagement but whether they can afford not to. For companies willing to act decisively, meaningful opportunities abound.

It’s not enough to focus on immediate deliverables—because true organizational success isn’t built on short-term wins. It’s built on people who are empowered, emotionally invested, and excited about showing up every day to do their best work.

Leadership isn’t about reacting to challenges; it’s about rewriting the narrative. And in doing so, today’s leaders can build organizations with thriving workplace engagement—not in spite of the conditions but because they chose to meet them head-on.

The post Rebuilding Workplace Engagement: A Leadership Imperative appeared first on Matt Mayberry.

But first, it’s crucial to understand what’s fueling this detachment.

The Key Drivers of Employee Disconnection

Gallup’s research highlights five pivotal changes in the workplace environment that are exacerbating employee disengagement:

1. Rapid Organizational Change: The post-2020 workplace has been shaped by constant upheaval, from record turnover during the “Great Resignation” to team restructurings, budget cuts, and shifting job responsibilities. Three out of four employees report experiencing disruptive change in the past year, which directly correlates with higher burnout rates. Particularly, managers find great difficulty balancing stability, onboarding, and limited resources.
2. Hybrid and Remote Work Growing Pains: While flexible work arrangements are here to stay, they bring communication and coordination challenges. Remote workers often feel less connected to their organization’s mission, while hybrid models create fragmented team dynamics.
3. Evolving Customer Expectations: The pandemic has increased demands for faster and more digital customer experiences. Over half of employees have noticed changes in customer behavior, with many citing higher expectations and intensifying pressure to deliver.
4. Shifts in Employee Expectations: Employees are now more vocal about seeking better work-life balance, competitive compensation, and the flexibility to choose remote work. Yet, when organizations fail to align with these new expectations, employees feel undervalued and unsure of their future.
5. Broken Performance Management Practices: Performance reviews are no longer working to inspire or guide employees. With unclear role expectations and insufficient recognition, employees feel lost, especially in a workplace already disrupted by economic and cultural shifts.

These catalysts of detachment have contributed to a significant drop in two critical measures of engagement—clear work expectations and connection to organizational mission. Without decisive action from leadership, these trends may deepen the divide between employees and their employers.

Implications for Leaders

The Great Detachment is not just a cultural phenomenon—it has tangible impacts on organizational performance. Leaders must recognize that disengaged employees affect everything from productivity to retention:

• Operational Risks: Disengagement is costly. According to Gallup, improving clarity of expectations alone could lead to a 9% increase in profitability and significant quality enhancements. On the flip side, mounting disconnection risks errors, inefficiencies, and diminished morale.
• Resistance to Change: Organizations in flux need employees who not only buy into the mission but also actively participate in change initiatives. When people feel disconnected, transformation efforts are likely to falter.
• Elevated Turnover Risk: Economic uncertainty may temporarily keep detached workers in their roles, but it does not guarantee their long-term loyalty. Fixing this gap isn’t just about retention; it’s about building a resilient and engaged workforce.

Redefining Leadership to Address Detachment

Leaders have a critical role to play in combating the Great Detachment. To succeed, they must go beyond quick fixes and focus on two core areas Gallup highlights—resetting expectations and connecting work to mission and purpose.

1. Reset Expectations and Priorities

Clear role definitions are foundational to workplace success, yet only 45% of employees report knowing what is expected of them. This figure is even lower among hybrid workers, younger employees, and those in new roles. Leaders can change this narrative by:

• Engaging in Two-Way Conversations: Rather than top-down directives, leaders should collaborate with team members to establish clear and realistic expectations tailored to the current environment.
• Regularly Revisiting Priorities: Expectations should not be static. I frequently remind leaders to think creatively about how they reinforce what truly matters. Instead of mentioning a priority once and hoping it sticks, find organic moments to weave it into conversations, check-ins, or team updates. No one should ever be unsure of what the most important thing is right now.
• Balancing Workload and Wellbeing: Clarifying tasks is only productive if paired with a workload employees can manage without burnout. Strong leaders place equal emphasis on achievement and health.

2. Connect Employees to Mission and Purpose

Employees want to feel their work makes a difference—not only for the bottom line but for society at large. Yet connection to mission among employees has dropped from 38% in early 2021 to just 30% in 2024. Leaders must work to restore this intrinsic motivation:

• Communicate an Inspiring Vision: Organizations that thrive have leaders who articulate their mission with passion and authenticity. Brands like Patagonia, for instance, are effectively able to rally employees behind their purpose of environmental stewardship.
• Highlight Individual Contributions: Managers should actively link employee efforts to the larger mission. At healthcare company Cleveland Clinic, patient stories are regularly shared with staff to remind them how their work impacts lives.
• Create a Sense of Belonging: Teams thrive when they identify as more than colleagues—they see themselves as part of a community. Storytelling, peer recognition, and shared rituals can help achieve this.

While the Great Detachment underscores massive challenges, it also presents opportunities. Organizations that rise to the occasion can turn weaknesses into strategic advantages:

• Gallup’s data shows that improving role clarity and connection to mission can lead to up to a 15% boost in productivity and reduce turnover by 32%.
• Leaders who prioritize these improvements won’t just retain talent—they’ll foster an energized workforce capable of exceptional outcomes.

Actionable Steps for Leaders

For leaders who want to tackle the Great Detachment head-on, here are some practical strategies to start putting into action right now:

1. Reposition Performance Reviews: Move away from the standard annual evaluations to more regular check-ins. These aren’t just about critiquing performance—they’re a chance to celebrate wins, give clear feedback, and make sure everyone’s on the same page about what’s ahead.
2. Invest in Manager Training: Managers are the heart of how employees feel at work. Training programs in empathetic leadership and communication are now essential. Investing in their growth pays off in a big way when it comes to creating a connected and engaged team.
3. Connect Every Project to Purpose: Encourage project leaders to explicitly tie tasks and initiatives to the organization’s mission. “Why does this matter?” should not be a mystery to employees.
4. Flexibility Is a Must: Flexibility is key to meeting evolving employee expectations. Hybrid work models can thrive when paired with intentional scheduling and thoughtful collaboration tools.
5. Model Cultural Values: Purpose-driven leadership begins at the top. Every action, from executive messaging to organizational policies, should reinforce the company’s commitment to the overall mission. If leadership doesn’t live out the values they preach, why should anyone else?

When organizations and their leaders prioritize engagement, the likelihood of transforming today’s challenges into tomorrow’s victories significantly increases. The idea of the Great Detachment might feel overwhelming at first, but by building real connections, being clear in communication, and creating a shared sense of purpose, leaders have the chance to not just get through it—but to help their organizations come out stronger and more connected than ever.

The post The Great Detachment and Rebuilding Engagement appeared first on Matt Mayberry.

This journey requires an unwavering commitment to sustainable excellence and the long-term vision to rise above the promise of quick gains. By focusing on steady growth and developing a balanced mindset, we can have a meaningful impact on our people and the industry.

The excellence imperative, which is “a commitment to continuous improvement and growth that goes beyond short-term gain,” is the prerequisite for lasting success.

The Power of Continuous Improvement

Achieving long-term success starts with a mindset and culture that value continuous improvement. This concept, rooted in W. Edwards Deming’s quality management principles introduced in the 1950s, focuses on using data analysis and customer feedback to refine products, services, and operations. Even today, continuous improvement remains essential for businesses looking to stay ahead of the competition and adapt to ever-changing market conditions.

However, adopting new processes or technologies alone isn’t enough to drive continuous improvement. It requires a cultural shift within the organization, where every team member is committed to learning, growing, and contributing to shared goals. It’s essential to create a space where communication, collaboration, and innovation thrive and people feel comfortable talking with one another, working together, and trying new things. By encouraging employees to share their ideas and take calculated risks, your organization can tap into the power of diverse perspectives and drive innovation.

Empowering employees to take ownership of this process is the key to sustainable, continuous improvement. A well-known example is the Japanese automaker Toyota and its “Kaizen” philosophy, where every employee—from leadership to those on the front line—plays a significant role in identifying and implementing improvements. This all-inclusive approach has been central to Toyota’s long-standing success and illustrates the power of a culture focused on continuous growth.

Balancing Immediate Profitability with Long-Term Goals

In pursuit of quick wins, losing sight of the bigger picture is easy. Yet, McKinsey’s 2023 report, Performance Through People, highlights that a company thrives when it balances solid financial performance with a commitment to employee well-being. After analyzing data from 1,800 large companies, the report finds that investing in people and economic stability leads to sustainable long-term success. That means leaders who prioritize their teams don’t compromise their ability to achieve financial gains; instead, they amplify it.

Patagonia serves as a prime example of this approach. Known for its dedication to environmental responsibility, social responsibility, and employee well-being, the company has made these values a core part of its business strategy. By prioritizing sustainable practices and fostering a strong corporate culture, the brand has built a loyal customer base that trusts its mission. This approach has allowed Patagonia to maintain steady growth, even during economic downturns, proving that focusing on people and profit can create lasting resilience.

Integrating Organizational Health and Performance

The practice of incorporating organizational health into daily operations rather than treating it as an afterthought is vital for long-term success. While it may seem impossible to integrate these health practices into existing business models, companies like Unilever have shown that it’s both possible and highly effective. By embedding purpose into its daily operations, the company has boosted employee engagement and increased performance, proving the connection between prioritizing organizational health and achieving strong business outcomes.

During a virtual event, Unilever’s CEO, Alan Jope, said, “The Unilever Sustainable Living Plan was a game-changer for our business. Some goals we have met, some we have missed, but we are a better business for trying…”

Unilever’s emphasis on sustainable living has enhanced profitability and given the company a competitive edge, demonstrating that health and performance can complement and reinforce one another. The concept of conscious capitalism, where businesses prioritize people, purpose, and profit equally, offers a powerful framework for integration. Companies can attract passionate consumers and employees by defining their purpose and acknowledging their broader impact. This approach fosters long-term financial success while contributing to a more equitable and resilient society.

Leaders must recognize that doing good is not a bonus; it’s an essential part of thriving in the modern economy. Embracing conscious capitalism and integrating organizational health into daily operations can create lasting value for the business and the world.

Overcoming Skepticism for Long-Term Success

A common question is whether long-term success can coexist with short-term wins. Many real-world examples challenge this skepticism. For instance, under Satya Nadella’s leadership, Microsoft made a strategic shift toward cloud computing, boosting immediate revenue and positioning the company for sustained success in the future.

What practical strategies can leaders use to overcome skepticism and achieve lasting excellence?

• It All Starts With Leadership: Leaders profoundly impact the performance and health of their organization. They set the cultural foundation by defining its purpose, guiding principles, and establishing the standard for everything that follows. Emphasizing a growth mindset, fostering open communication, and prioritizing employee well-being are critical to building a healthy, high-performing organization.
• Face the Resistance: Maintaining integrity and resisting the promise of quick gains requires steadfast commitment. By establishing clear ethical standards and holding everyone accountable, leaders create a culture where quality and integrity are non-negotiable. When leaders champion a long-term vision over immediate convenience, they inspire their teams to avoid quick fixes and instead strive for sustainable excellence.
• Demonstrate the Path to Success: Articulating a compelling long-term vision is only part of the equation; organizations must also show how this vision delivers meaningful results. Leaders can bridge the gap between ambition and reality by providing tangible evidence of progress and illustrating clear examples where long-term strategies yield immediate benefits. This helps build trust and buy-in, reinforcing the value of focusing on the long term while achieving short-term successes.

Driving Sustainable Excellence

Achieving sustainable excellence requires a careful balance between immediate action and long-term strategy. Leaders must tackle today’s challenges while maintaining a clear focus on their organization’s long-term goals.

By incentivizing calculated risk-taking and innovation, leaders can empower their teams to push boundaries and develop creative solutions to complex problems. This approach allows employees to take ownership of their work, continuously improving processes and products, and driving the company’s success.

Ultimately, investing in the growth and development of your people while building a thriving business lays the foundation for sustainable excellence. Embrace this commitment, and you’ll unlock the potential to transform your organization and create a legacy of innovation and success that inspires future generations.

The post Strategies for Long-Term Success: Business Excellence Imperative appeared first on Matt Mayberry.

Gaining a firm understanding and making improvements in this area could potentially turn the tables in your favor.

The Critical Role of Employee Engagement

Employee engagement is the bedrock of a healthy and successful employee journey. Engaged employees are not only more productive but also less likely to leave. According to Gallup’s State of the Global Workplace Report, more than half of the world’s workers are actively looking for new employment. The study also discovered that low employee engagement costs the global economy nearly $8.9 trillion in lost GDP, with nearly 62% of workers disengaged.

Let’s look at some key areas that lead to increased employee engagement and a more fulfilling employee journey. When the employee experience improves, it allows for a better customer and client experience.

Onboarding: The First Impression Matters

It all starts with a well-intentioned, structured onboarding process. Onboarding is not just a formality; it’s an imperative that shapes an employee’s perception of the company’s culture and long-term commitment to its people. Harvard Business Review found that companies with a formal onboarding program saw 50% greater employee retention among recruits and a 62% increase in their productivity.

A company’s onboarding program can make or break the success of new team members, and I frequently see organizations merely checking the boxes when it comes to onboarding. An effective onboarding program sets the tone, clarifies expectations, and immerses new team members in their new roles.

Zappos, the online shoe and clothing retailer, has been known for its exceptional onboarding process, which has become an industry benchmark. The company’s program introduces new hires to their roles and deeply integrates them into Zappos’ unique culture.

The onboarding process started with a four-week program that included extensive training on the company’s culture, customer service principles, and history. Two weeks in, Zappos raises a unique proposition to ensure total commitment: They offered each new hire $2,000 to leave the company if it wasn’t the right fit for them. While unorthodox, this bold move underscores the importance Zappos places on culture and mission.

Zappos prioritized a comprehensive and culture-focused onboarding process, which clarified expectations and immersed new team members in the company’s ethos from the very beginning.

Continuous Learning and Development

Modern employees crave growth and development. This LinkedIn Workplace Learning Report found that 94% of employees would stay at a company longer if it invested in their learning and development. Regular training sessions, workshops, and access to online courses can significantly enhance employee satisfaction and loyalty.

Continuous investment in learning and development is more than a supplementary benefit or an initiative you address when things slow down. It’s an undeniable strategy for improving organizational performance and employee engagement.

Example in Action

An established retail chain formalized and personalized employee career development plans, resulting in a 20% increase in employee satisfaction and a visible decrease in voluntary turnover. Although the company only previously prioritized these developmental plans a few times a year to supplement existing meetings, they are now the primary focus of weekly and monthly assessments.

What began as a performance-driven initiative significantly improved morale, culture, and employee retention during rapid change and external headwinds.

Career Progression Planning

Clarity in career progression can dramatically impact employee motivation and reduce turnover. A study published in the Journal of Vocational Behavior in 2020 revealed that employees who perceive clear career pathways within their organizations are 20% more likely to be engaged and less likely to leave.

The individual and organization suffer without a visual representation of where employees are and their future career paths. Employees may feel stagnant, uncertain, and overlooked, while the company misses out on potential talent retention and development.

To combat this, organizations must prioritize career progression planning. This involves creating clear and defined pathways for employees to move up within their roles or transition into new positions. Career discussions should be regular and open, with managers actively seeking to understand employee goals and interests. Resources such as training opportunities, mentorship programs, and job shadowing experiences can also help employees explore potential career paths within the organization.

Example in Action

A manufacturing company implemented career progression planning that heavily aligned with employees’ personal and professional goals, reducing voluntary turnover by 10% within a year. Connecting personal ambitions with team members’ professional goals sparked enthusiasm and reinforced to each employee that the organization cared about their people’s future.

Connecting the personal and professional was only one component. Another critical element was that divisions had a visual roadmap of each position and role and the natural progression from where they were now. It also provided context for the various options available if someone wanted to join a different division or business unit.

The Power of Exit Interviews

Understanding why employees leave is invaluable for improving the employee journey for future hires. Data from Glassdoor indicates that 35% of employees are more likely to engage in an exit interview if they believe it will lead to positive organizational changes. Exit interviews provide a safe and confidential space for employees to share their constructive feedback, providing employers with valuable insights into the areas they can improve.

This allows leaders to gather data on why employees leave and identify any patterns or trends in turnover. By analyzing this information, organizations can make the necessary changes to prevent future attrition and ensure employee satisfaction.

Exit interviews also offer employers an opportunity to gather honest feedback on company culture, management styles, and overall job satisfaction. This information can help organizations make meaningful improvements that drastically benefit the employee journey.

Example in Action

An automotive company conducted structured exit interviews, which led to adjustments in their leadership styles and work environment and contributed to a 10% reduction in turnover in the first year. As they gathered information during exit interviews, a few common themes emerged that would have otherwise gone unnoticed. Structured exit interviews also provided analysis and were used as part of a three-month training curriculum for all people managers. The power was not just in conducting the exit interviews but also in leadership acting on the critical information received.

Heart and Soul

Prioritizing the employee journey is essential for building a thriving workplace culture and reducing turnover. As organizations evolve, investing in the employee experience will ultimately yield high dividends in retention, engagement, and organizational success. Embracing this approach is more than just a feel-good strategy; it is essential for developing a resilient and motivated workforce.

People are not an expendable line on a balance sheet—they are your company’s heart and soul. Ultimately, a fulfilled and empowered workforce is crucial to success in today’s business world. So, let’s start prioritizing the employee journey right now; it’s not a burden or extra cost but an investment in your company’s future.

The post Navigating the Employee Journey and Transforming Turnover appeared first on Matt Mayberry.

In this article, we will discuss the benefits of embracing difficult conversations and provide strategies for implementing them in your organization or team dynamic.

The Critical Role of Difficult Conversations

Why should we lean into discomfort and engage in difficult conversations? The benefits are substantial and far-reaching.

Difficult conversations are essential for:

• Personal Growth: They push individuals beyond their comfort zones, fostering self-awareness, resilience, and a deeper understanding of oneself and others.
• Professional Development: They help professionals confront issues directly, enhancing their decision-making and problem-solving abilities.
• Organizational Health: They promote a culture of honesty and open communication, which is foundational for the development and success of high-performing teams.

Renowned Belgian-American psychotherapist Esther Perel notes, “The conversation is the relationship.” Her inspiring words highlight the impact of authentic dialogue on building strong, lasting relationships, both personal and professional.

Creating a Culture of Difficult Conversations

Creating an environment that not only tolerates but also encourages difficult conversations is one of the most significant barriers organizations face. Here’s how to start creating such an environment:

1. Lead by Example: Leaders must model the behavior they wish others to embody. When leaders are receptive to feedback and are willing to engage in difficult conversations, it sets a powerful precedent for the entire organization.
2. Provide Training: Equip others with the skills to handle difficult conversations through targeted workshops and training sessions focusing on communication, emotional intelligence, and conflict resolution.
3. Create Safe Spaces: Work to build an environment where people feel safe to express their honest thoughts and concerns without fear of retaliation. Encourage open dialogue and actively listen to others’ feedback.

George Bernard Shaw once said, “The single biggest problem in communication is the illusion that it has taken place.” This underscores the importance of genuine, clear, and effective communication, especially when the stakes are high.

Practical Strategies for Difficult Conversations

Mastering difficult conversations requires a thoughtful approach and a combination of techniques. Here are some practical strategies to help you effectively navigate tough conversations:

Active Listening: Listening goes beyond simply hearing words; it involves understanding the underlying emotions and intentions. Practice active listening by:

• Maintaining eye contact to show engagement and interest.
• Nodding in acknowledgment to convey understanding.
• Asking clarifying questions to ensure you grasp the meaning.
• Paraphrasing the speaker’s words helps confirm your understanding and demonstrate empathy.

Empathy: Empathy involves putting yourself in another person’s shoes, laying the groundwork for mutual respect and understanding. The 2021 State of Workplace Empathy study revealed that 92% of employees believe empathy in the workplace is undervalued. To build empathy:

• Acknowledge the other person’s feelings and perspectives.
• Use empathetic language, such as “I understand how you feel” or “It sounds like this situation has been challenging for you.”
• Remind yourself frequently that everyone you meet is fighting a personal battle that you have no idea about. This has been some of the most valuable advice I’ve ever received.

Assertiveness: Being assertive means expressing your thoughts and feelings clearly and respectfully. It’s about finding a balance between passivity and aggression. Use “I” statements to articulate your perspective without sounding accusatory. For example:

• Instead of saying, “You never listen to my ideas,” try, “I feel unheard when you do not consider my ideas.”

Self-Awareness and Emotional Intelligence: Navigating difficult conversations requires high levels of self-awareness and emotional intelligence. Understanding your triggers and likely emotional responses allows you to remain composed and focused on the issue. Develop these skills by:

• Reflecting on past experiences will help you identify your emotional triggers.
• Practicing mindfulness and stress-reduction techniques to maintain composure.
• Seeking feedback from trusted colleagues to strengthen your emotional intelligence.

Having Difficult Conversations: Step-by-Step

1. Preparation: Well before the conversation, outline your main points and consider potential responses. This will help you remain focused and avoid emotional escalation.
2. The Right Environment: Choose a private, neutral setting where both parties feel comfortable; this helps minimize distractions and creates a safe space.
3. Timing: Choose an appropriate time for the conversation, ensuring neither party feels rushed and can give their full attention to the discussion.
4. Constructive Feedback: Focus on providing feedback rather than criticism. Frame your points in a way that encourages improvement and growth.
5. Follow-Up: After the conversation, follow up to offer more support or simply listen.

By integrating these strategies into your approach, you can transform tough conversations into opportunities for growth and improvement, leading to a more open and communicative culture.

Real-Life Examples

Corporate Team Collaboration

A corporate team struggled with internal conflicts that impacted their productivity and morale. The team leader introduced regular forums to address these issues, encouraging members to voice their concerns and suggest solutions. Initially, team members were hesitant to participate out of fear of retaliation. However, the leader continued encouraging participation and modeled the communication style he wanted to see others embody, gradually building trust within the team. Over time, these honest dialogues and difficult conversations helped uncover the root cause of long-standing issues and led to resolutions that significantly improved collaboration.

HR Department Feedback Culture

An HR department recognized that their traditional annual performance reviews were not enough to maintain employee engagement and address concerns. To promote a more dynamic and high-performing culture, they implemented a continuous feedback system. This included monthly check-ins and regular team meetings dedicated to discussing workplace improvements. Employees were encouraged to share their thoughts and ideas, and HR made a point of visibly acting on the feedback. This particular initiative increased employee engagement and retention rates because employees felt heard and valued. The more employees felt heard and valued, the more motivated and committed they became.

Managing Underperformance

A manager noticed a productive employee had been underperforming for several weeks. Instead of ignoring the issue, the manager scheduled a private, one-on-one meeting to discuss his concerns. During the meeting, the manager used active listening and empathy to understand the underlying reasons for the decline in performance. The team member revealed that they were facing personal challenges that affected their work. The manager provided support by offering flexible work hours and connecting them with helpful resources within the company. Within a few weeks, the team member’s work quality had increased.

Startup Founder and Investors

A startup founder had to have a challenging conversation with investors, informing them about delayed project timelines due to unforeseen technical challenges. Understanding the importance of transparency, the founder prepared for the conversation by gathering relevant data and potential solutions. During the meeting, the founder was honest about the delays, explained their reasons, and outlined a revised timeline with steps to mitigate future risks. The founder’s transparent and proactive approach reassured the investors, demonstrating accountability and commitment to the project’s success. As a result, the investors continued to support the startup, providing additional resources to overcome the obstacles. This honest and open communication strengthened the trust between the founder and the investors, allowing the company to navigate the challenges and grow.

Addressing Misconceptions

While the benefits of difficult conversations are clear, we must acknowledge and address potential counterarguments to provide a balanced perspective:

1. Negative Work Environment: Some may argue that overemphasizing difficult conversations can create a negative or hostile atmosphere. To prevent this, we must strike a balance and ensure that these conversations are constructive, respectful, and focused on solutions. Encouraging a positive intent behind the conversations can help maintain a supportive environment.
2. Bullying or Harassment: In the absence of clear guidelines, employees may misconstrue difficult conversations as bullying or harassment. Organizations should establish clear boundaries and provide training on respectful communication to help employees differentiate between appropriate dialogue and inappropriate behavior. This approach ensures that tough conversations remain professional and do not cross the line.
3. Emotional Toll: Since engaging in difficult conversations can be emotionally draining, it is vital to assess which issues necessitate direct confrontation and which can be handled through other means. Providing support, such as access to counseling or mental health resources, can help employees manage the emotional impact of these conversations.
4. Cultural Differences: Not all individuals or cultures respond well to such direct conversations. It’s essential to adapt our communication styles to suit diverse teams. Understanding and respecting cultural differences in communication can make discussions more effective and less intimidating.

By addressing the potential downside, organizations can create a more balanced and nuanced approach to having difficult conversations, making sure that they become a tool for growth and improvement rather than a source of conflict and stress.

Far From a Necessary Evil

Difficult conversations are far from a necessary evil. Instead, they are powerful tools for promoting personal growth and professional advancement. Organizations can succeed by embracing discomfort and developing a culture that prioritizes direct, open, and honest communication.

Are you ready to change the way you and your team communicate? Start by having a difficult conversation that you’ve been putting off to the side. Embrace this challenge and see how it transforms your leadership and your ability to make a difference.

The post Difficult Conversations: Mastering the Art appeared first on Matt Mayberry.

Understanding the Impact of Workplace Stress

Stress’s detrimental effects on our physical and mental health are well documented. According to the American Institute of Stress, about 33% of people report feeling extreme workplace stress, with 77% experiencing stress that affects their physical health and 73% saying their mental health is compromised. Chronic workplace stress can exacerbate or lead to a plethora of health issues, including anxiety, depression, and heart disease, and can severely impact our quality of life and ability to work.

The Science of Stress and Performance

Occupational health psychology provides compelling evidence on the relationship between stress management and job performance. Another study highlights that workplace stress costs U.S. industries more than $300 billion annually due to absenteeism, turnover, and diminished productivity, signaling a need for effective stress management interventions.

While chronic stress is undeniably harmful, short-term stress experienced in response to specific situations can enhance alertness, motivation, and focus. The Yerkes-Dodson law, a psychology principle that demonstrates an inverted U-shaped relationship between stress and performance, serves as an illustration of this. It suggests there’s an optimal stress level that enhances performance, but beyond which, it declines.

The key is transforming stress from a debilitating force into an energy source; this is possible through stress inoculation, a concept suggesting purposeful exposure to manageable stress levels can enhance resilience and make us more capable of handling pressure.

Microplans: A Strategy for Workplace Stress Management

Research in psychology and organizational behavior also emphasizes the importance of proactive steps. A peer-reviewed study published in the Journal of Occupational Health Psychology highlights the benefits of stress management techniques for improving employee well-being and productivity.

An effective way of implementing these tactics is through microplanning, a concise, achievable strategy tailored to counteract daily stressors. These plans emphasize small, incremental changes rather than overwhelming transformations. They are grounded in the principle that minor adjustments in our habits and routines can cumulatively lead to significant improvements in resilience. For example, incorporating regular, short breaks throughout the workday to practice mindfulness or engage in physical activity can help reset our stress response and improve focus.

Practical Applications of Microplans:

• Mindfulness and Meditation: A few minutes of daily mindfulness or meditation can significantly reduce stress levels, enhancing attention and emotional regulation. Setting reminders to practice deep breathing at least twice a day has greatly benefited my own life. When I forget to set a reminder, it negatively impacts my energy and mental clarity.
• Physical Activity: Incorporating brief walks or stretches into the daily routine can counteract the physical and mental effects of stress. Whether it’s working from a standing desk, going for a quick walk around the block after lunch, or performing a simple stretching routine, remember that it doesn’t have to be strenuous or time-consuming. A small and intentional action can yield significant results.
• Time Management: Small adjustments in prioritizing tasks and setting realistic deadlines can help manage work-related stress. There will always be times when there seems to be too much to do in so little time. A few best practices that work exceptionally well for me include planning each day the night before, spending time on Sunday evening reviewing the upcoming week, and tackling the most important task for the day first thing in the morning.
• Social Support: Regular, brief social interactions—even virtually—can provide emotional support and reduce feelings of isolation. Not only in the workplace but in life as a whole, strong social support can have miraculous effects on our physical and mental health, as well as our overall productivity. Consider incorporating prompts into your daily routine to check in with friends and family. For instance, I routinely make phone calls to friends who reside out of state and whom I rarely see while driving. Find prompts that work for you, and see how regular social support improves your day.

Fostering Resilience and Productivity 

The challenge of managing workplace stress requires innovative solutions. Microplans offer a practical and accessible approach without necessitating drastic life changes. By integrating small, targeted strategies into our daily routines, we can mitigate the adverse effects of stress, improve our mental and physical well-being, and enhance our performance and effectiveness at work. As we continue navigating the complexities of the modern workplace, adopting microplans could be the first step to fostering a sustainable, longer-lasting standard of success.

The post Navigating Workplace Stress: Strategies for Success appeared first on Matt Mayberry.

Since the pandemic, people have found it increasingly difficult to balance their personal and professional lives, which is taking a toll on workers and companies alike. For those who don’t know, burnout is a chronic state of physical and emotional exhaustion brought on by excessive stress. It affects the mind and body, leaving you feeling drained, unproductive, and trapped. It’s a sensation akin to pushing a boulder uphill, only to watch it roll back down every evening, knowing you’ll have to do it all again the following day.

This article examines the cost of burnout, discusses what organizations can do to prevent it, and explores a key part of the issue that’s not making headlines but should be.

Cost of Burnout

We agree that burnout is a problem, but how big of one? Last year, 59% of workers in the U.S. reported experiencing at least moderate burnout; that jumps to 68% if the employees are parents. These alarming numbers come at a tremendous cost to both employees and employers.

• Employees: Burnout manifests as various physical and mental health issues, such as anxiety, depression, fatigue, and headaches. It leads to reduced job satisfaction and decreased productivity. In addition to professional consequences, symptoms like difficulty concentrating, irritability, and poor decision-making can strain relationships with family and friends.
• Companies: The ripple effect across organizations is equally concerning. Employees experiencing burnout are 63% more likely to take sick days. According to The American Psychological Association, workplace stress results in 550 million missed workdays annually, costing U.S. companies $500 billion. As if that weren’t enough, the Harvard Business Review reported that burnout costs our economy nearly $190 billion annually—just in healthcare expenses. That’s quite the price tag, and it doesn’t even account for increased turnover and the negative impact on company culture.

Impacting Innovation

The fear of failure is a significant barrier that can prevent the brightest minds from pushing the boundaries of possibility. However, in recent years, burnout has become just as prevalent, undermining the foundation of innovation that companies rely on.

Burnout casts a shadow over the creative process, dampening the flames of ingenuity and making even simple problems appear insurmountable. Untreated, this leads to a pervasive sense of hopelessness that leaves employees with the crushing belief that they have nothing more to offer.

Those grappling with the debilitating weight of burnout are also less likely to engage with their teams and contribute ideas that spark greatness. This erosion of collaboration is especially problematic, as creative endeavors require a willingness to work together and take calculated risks.

With innovation paramount to success, this poses a significant threat as it prevents companies from developing new products and services.

The Unseen Struggle

While the media has extensively covered burnout for over a decade, a vastly underreported aspect of the issue is manager burnout. A study conducted by Gallup showed manager burnout increasing when rates for other employees plateaued or declined. But what makes the burnout of a manager any different than that of a regular employee? The answer is simple: impact.

When a manager burns out, the fallout impacts the team before spreading through the organization like wildfire. Employees look to their managers for guidance and support, and when they see their leaders struggling, it leads to an undercurrent of uncertainty and anxiety. The result is a culture of disconnection, disillusionment, and, ultimately, disintegration.

As the weight of responsibility falls on managers, the pressure to perform cripples creativity and motivation. No longer able to think outside the box, they retreat into the comfort of tried-and-tested methods. The upshot? A stagnating company, paralyzed by fear and a reluctance to adapt.

Here’s the thing: the more managers struggle, the more they lean on their teams, pushing employees to the brink in the hope of keeping their heads above water. It’s a vicious cycle that leaves everyone gasping for air and searching for a way out.

So, what’s the solution for this underreported struggle? First and foremost, companies must acknowledge that manager burnout exists and is pervasive. It’s neither a myth nor a sign of weakness; it’s an epidemic that can destroy the very fabric of an organization.

Second, train managers to recognize burnout in themselves and their teams. Finally, we must reassess the unrealistic expectations that have festered in much of the corporate world. While technological advances allow us to be connected 24/7, the never-ending cascade of emails and the constant pressure to overdeliver are not sustainable.

Combating Burnout

The widespread issue of burnout poses a significant risk to employees’ well-being and companies’ prosperity. Organizations that acknowledge this and are proactive can foster innovation, lay the groundwork for enduring success, and, most importantly, safeguard their employees.

Here are five ways organizations can combat burnout:

1. Promote manager pulse checks: Companies can gauge the mental well-being of their managers by conducting a brief, two-question survey weekly, biweekly, or monthly. Pulse checks are an effective tool for determining how managers feel and identifying potential roadblocks.
2. Prioritize employee support: Companies can help their workforce cope with stress and anxiety through employee assistance programs, mental health resources, and regular check-ins. While implementing these programs is a significant first step, leaders must frequently communicate with purpose and encourage employee participation to be effective.
3. Set realistic expectations: Companies should set realistic expectations regarding workloads and deadlines. Employees with impossible workloads are more likely to be stressed and overwhelmed. With realistic expectations, employees can better manage their time and avoid burnout. Companies can also promote a culture of empathy and understanding where employees feel empowered to admit when the workload is too heavy.
4. Foster a positive culture: Companies can create a positive culture by encouraging open communication, recognizing achievements, and promoting psychological safety. When employees feel valued and supported, they’re more likely to be motivated and engaged in their work, reducing the risk of burnout. Leaders must remember that developing a healthy, positive workplace culture takes time; it’s a long-term commitment and must remain a daily priority.
5. Offer professional development: Companies can provide tailored professional development for managing stress, such as training, mentorship, and digital learning programs. This effort allows employees to develop new stress reduction skills, which increases job satisfaction, improves engagement, and reduces the risk of burnout. For example, a company I work with allows employees to sign up for a six-week mental training program with a sports psychologist. The results have been exceptional; not only has it reduced burnout, but it’s also driven performance to a new level.

Greatest Asset

While investing in employee well-being seems costly, the long-term benefits far outweigh the initial expense. A study by Deloitte found that for every dollar a company invests in employee mental wellness initiatives, they average a return of $5.03. Addressing burnout helps companies foster a more engaged workforce, which directly impacts their bottom line. This means this investment is not a luxury but a necessity for forward-thinking businesses.

As we look to the future, we must understand the importance of adopting a more compassionate and sustainable approach to work. Burnout is not an isolated failure but a systemic issue that requires a collective effort to address. By acknowledging the human element and striving to create supportive environments, companies can foster a culture where employees thrive, innovation flourishes, and profit margins grow.

It’s time for companies to embrace the idea that prioritizing employee well-being is not just an ethical choice but a strategic one. By doing so, they will not only elevate their brand reputation and retain top talent but also pave the way for a new era of success—one rooted in empathy, balance, and the understanding that our greatest asset is, and will always be our employees.

The post 5 Ways to Break the Employee Burnout Cycle appeared first on Matt Mayberry.