Most business cultures try to grow the engaged group, convert the disengaged, and somehow mitigate the actively disengaged. The engaged teammates are virtually self-sustaining. With a small amount of investment, their energy is fueled from within. The actively disengaged teammates, on the other hand, consume a considerable amount of leadership attention. Sadly, we end up devoting the majority of our resources to the minority of our people. Whether through action or attrition, shrinking the actively disengaged group is vital.
The conversion of the middle group is the greatest challenge and usually tips the culture. Perhaps wrongly identified as “disengaged,” it takes a compelling vision with tangible connections to reach this critical mass of talent. These teammates need to have a reason for coming to work that connects with their life purpose. They must experience the place where their role makes an impact in the world. It is with these employees where our investment as employers will best feed succession and sustainability. These are not the obvious high potential leaders. These are the hidden gems of talent who, with regular mentoring and nourishment, may thrive.
Take a walk through your organization’s roster. Which teammates are in the 30% engaged group? What should you be doing to propel their momentum? Who is actively disengaged and, either through omission or commission, hurting your workplace? Finally, what will be the irresistible, reachable vision that awakens the 50% of your teammates who would rather not be seen as disengaged?