How do you manage disengaged team members?

Tackling team disengagement requires a strategic approach: understanding the root causes, setting clear goals, providing constructive feedback, offering development opportunities, and empowering team members. A disengaged team member can be transformed into an active, motivated contributor with the right leadership approach. Theodore Roosevelt - "People do not care how much you know until they know how much you care." This quote underscores the importance of empathy and understanding in re-engaging team members, showing them they're valued and their contributions matter. Hope everyone has a productive and safe Wednesday!

You also need to look inward & assess how you may be contributing to the situation. While there maybe factors outside your control, there may have been signs you missed earlier before disengagement took hold. As a servant leader you need to identify what the person needs from you to do their best work. Assessment goes both ways, you need to assess yourself.

Communication is the key to understanding the teams disengagement, I would start with a one-on-one interaction while creating a safe and blame-free environment for open discussions. Encouraging this approach ensures honest communication without fear of repercussions, fostering trust and collaboration.

Recognizing disengagement in your team is critical. Often, the issue isn't the job itself, but external factors like personal stress. Let's consider a high-performing team member suddenly falling behind. A conversation might reveal a family crisis. In this case, empathy is crucial. Acknowledge their struggle, offer flexible arrangements, or suggest support resources. The aim isn't just to identify the issue but also to show care for their well-being. This alone can rekindle engagement, reinforcing their commitment to the team.

One crucial aspect to understand is how is my behaviour as a leader, am I arrogant or emphatic. World has been moving towards Empathy, more so after covid 19 where everyone now is reassessing their lives and one of the key findings is that happiness and healthy work environment are more important than the money. They are ready to take pay cuts as long as they have more moments to smile. So first assess yourself and check are u providing such an environment to the team members before u move onto survey, feedback or any other stage.

It's not just about setting goals, but creating a dialogue around them. Ensure understanding, invite questions, and adjust as necessary. Transparent communication fosters engagement, turning 'your' goals into 'our' goals.

A sense of achievement and success is THE only real motivator. So yes goals are important. But if the goal is too easy it won’t have any effect, too hard and you get the same. On top of that the demotivated person needs to value the achievement themselves. It’s no good the manager setting the goal for them, that’s not a goal, it’s a task. So ask them to focus on what is important to them or how their work benefits colleagues they respect and want to support. That way when the achieve it they will get the buzz and pride that they need to feel great about themselves again.

I agree with Czarina. Getting input from the team on what goals they want to achieve and feel are feasible/realistic is key, otherwise there won't be buy-in. It must be a collaborative process, however, as a manager you still need to be clear about the quality standards and non-negotiable results/deadlines given the expectations of the position they hold and the job they committed to.

I find this concept very simple, as it revolves around purpose and ownership. It's about feeling the importance of being part of something individually meaningful, where one can connect with a sense of self and purpose. Sometimes, all that's needed is to listen and understand why someone may feel disengaged at work. By providing a platform where they feel engaged, recognized, appreciated, and offered a path for personal, professional, and economic growth and reliability, we can create a more fulfilling work environment.

I would add that today, the new collaborators are of a new cultural generation, therefore it is no longer only important to tell them clearly the objectives, how they will be measured and the tools; we have to go beyond... help them understand what their purpose is as a person and why their work has value for the corporate objectives... today young people feel more like a work tool than part of a human team. .... When each employee of the organization feels part of the purpose of the organization and is aligned with the values of the company, people will be much more connected to the tasks and the achievement of objectives.

In my experience finding that fine line between micromanaging and empathetically managing a team or team member is crucial. As a manager, you might have to break down the goals, KPIs, and expectations for the team or that team member. This shall help eliminate communication asymmetry.

When providing recognition (generally) consider the recipient e.g. do they like public recognition or is in private better. Consider what level of recognition is warranted e.g. the proverbial “pat on the back” or other tokens of appreciation such as hand written card or note, gift vouchers, time off, morning tea to celebrate etc. When providing recognition on good work done explain the positive impact and clearly articulate why they are being recognised. E.g. “Tom, you’ve done great work streamlining the process which has reduced the workload of customer team by 30%”.

Uncover hidden talents Disengaged employees may be hiding talents that could transform the business. Indeed, the very reason they feel so disconnected from the company could be that they’re unable to let their true flair for something shine. Outside of formal review meetings, informal chats can uncover a wealth of opportunities lying dormant amongst the existing staff base. There’s Sarah in accounts, who spends her spare time crafting beautiful graphic designs, and Tom in sales who has successfully built a huge following for his personal blog. But how will you ever discover these hidden talents if you don’t give them the opportunity to reveal their passions?

Positive leadership, period. This sets the tone for a motivated and engaged team, leading to increased productivity and collaboration. Ok, but how? The #TeamCulture is probably one of the most important factors. Create a supportive and inclusive environment by building a culture based on values where people feel valued and respected. Encourage open communication and a constructive feedback culture, and promote an inclusive workspace where everyone’s ideas are welcomed. #Celebrate small victories. Focus on intrinsic rewards rather than financial bonuses. Acknowledge the efforts and achievements of team members. Recognize their hard work and providing praise or rewards for their contributions will drive engagement and satisfaction.

In my experience, the disengaged team member should given a task to teach all the team members. Remember to ask him to teach the specific topic in which he is mostly disengaged. It may be process, system, technology or it may also be ethics, behaviour, values. Once he starts teaching others what he/she does not follow in-spite of its importance, it creates a sense of responsibility and accountability. This worked for me a lot of times. Second, the disengaged team member should be associated with one of the senior, so he/she could understand the importance of task and could also check how others are doing things. He should be put among a high performing team members, there he/she could feel challenged and improve.

Be aware to your feelings: Disengage is sometimes very challenging to handle - it can raise feelings like “he/she is not committed to the team” or “he/she challenge the manager priorities “ and other negative feelings that usually will blind you from correctly manage the situation. Be open to listen: Ask the disengaged side what his/her point of view, why (s)he see the issue differently. Most of the time just listening will be the first step to re engaged. Discuss the issues raised and share your point of view. Be fair and open to change your mind, if you are not convinced be clear and share your expectations.

Managing disengaged team members can be challenging but essential for maintaining a productive and cohesive work environment. Disengagement can stem from various factors, such as lack of motivation, communication issues, or personal challenges. As a leader or manager, it's crucial to address the problem proactively to foster a positive and motivated team. Remember that each team member is unique, and the approach to managing disengagement may vary from person to person. Tailor your strategies based on individual needs and circumstances. Consistent efforts to support and motivate your team can lead to a more engaged and cohesive group, ultimately contributing to the success of your projects and the organization as a whole.