How To Lead A Disengaged Team [4 Powerful Tactics]

What do I do if I lead a disengaged team?

This is a common issue, whether you’ve inherited a disengaged team due to poor leadership in the past or because the demands of your organization have been particularly draining, leading to a sense of disengagement. Fortunately, I have some advice to offer. I often remind leaders that “People want to do work that matters and work for leaders who tell them they matter.”

This may sound like a clever quote suited for a social media post—and indeed, it’s a line I’ve included in two of my books because I believe in its truth—but it’s more than just a catchy phrase. It’s essentially a blueprint for fostering engagement and a positive team culture.

Let’s delve into this concept.

Purpose, Progress, Recognition, and Voice

The desire to do work that matters encompasses two main aspects: purpose and progress. Purpose gives individuals a clear understanding of who benefits from their efforts and the reasons behind their tasks. 

Progress refers to moving forward towards achieving these goals, benefiting a specific community, stakeholder, or customer group. This sense of direction and achievement is critical.

On the other hand, wanting to work for leaders who make them feel they matter involves being known and being heard. Being known means being recognized as an individual. 

Employees feel known when they feel comfortable being their authentic selves at work and confident that their strengths, weaknesses, and preferences are understood. Being heard means having one’s contributions acknowledged. Employees feel known when they know that their ideas and opinions are considered. 

This creates an environment where contributions are valued, even if not all suggestions are ultimately implemented.

Addressing team disengagement requires examining these four dimensions: purpose, progress, feeling known, and feeling heard. By evaluating disengaged teams or individuals through these lenses, leaders can identify the primary causes of disengagement.

For example, a leader might not have effectively communicated the team’s goals or shown appreciation for the progress made. There might be a lack of psychological safety, preventing team members from openly discussing their strengths, weaknesses, and preferences. 

Perhaps, particularly for middle and frontline leaders, employees do not feel their voices are heard or valued.

Improving engagement involves adjusting one or more of these areas. When team members see their work as meaningful and feel valued by their leader, engagement will increase, and team performance will likely improve as well.

Identifying Team Disengagement

The first step is to recognize or look for signs of disengagement. Leaders must address these issues before they become major problems.

Some of the signs to look out for include: 

Decreased Productivity

The biggest indicator is a drop in productivity. Your team members will stop completing their tasks on time and produce low-quality work. There may be missed deadlines and a general decrease in enthusiasm or energy in the workplace. 

Collaboration Issues

Disengaged employees are also less likely to collaborate with others, as most tasks are assigned to a team. If you observe a team member beginning to isolate themselves, staying away from group discussions, or refusing to contribute to the meeting, it could indicate their lack of engagement.

No Initiatives

Motivated and engaged employees feel like they belong to the organization. They are more likely to take initiatives beyond their existing duties, but if they stop going the extra mile or coming up with initiatives, this signals their disengagement. 

Some may even refuse to get on new projects, completely avoid challenges, and restrict themselves to doing the minimum at the job.

People may also not be concerned anymore about growth or improvement or acquiring any new skills.

Absenteeism

There may also be a higher number of absentees or employees leaving early. This indicates that the team is very unmotivated, which may be due to dissatisfaction or burnout. Employees who are no longer connected to their jobs or passionate about them will find excuses to avoid working. 

Strategies for Building Psychological Safety

This is where you will build psychological safety. It’s like an environment where the team feels welcomed and comfortable sharing their ideas. They can own up to their mistakes without fear of judgment or attack by their fellows.

How to do that? Here are some tips that’ll help:

• Encourage employees to engage in communication via open dialogue in regular meetings, one-on-one, or via anonymous feedback channels 
• Normalize making mistakes and let employees know that leaders can make them as they are a natural part of innovation.
• Take the time to share your challenges and mistakes with your employees. Let them know that you are an authentic leader and that they are expected to be the same. They should be comfortable sharing their thoughts, ideas, or vulnerabilities without judgment.
• Acknowledge each team member’s unique perspective and create an inclusive environment where everyone is valued and can collaborate peacefully.

Wrap-Up

Leading a disengaged team can be challenging, but it can also be quite rewarding if you approach it with the right strategies. Employees want to feel acknowledged and that their efforts work, so build an environment where they feel connected to a purpose or goal.

Create a positive environment where employees feel supported, and you can bring your disengaged team back on track.

If you want to learn more about increasing employee engagement and building a positive team culture, check out my latest book, Best Team Ever: The Surprising Science of High-Performing Teams. 

If you want to learn more about partnering with me to turn disengaged teams into high-performing, highly engaged ones, click here to learn more about my programs.