Break the Disengagement Cycle: How Leaders Can Rebuild Emotional Commitment

In a time of relentless change, employees aren’t just leaving their jobs, they’re emotionally checking out while staying put. This quiet disengagement is harder to detect but just as damaging to business performance.

According to Gallup’s 2024 report, only 10% of UK and Ireland employees are actively engaged at work, costing businesses an estimated £257 billion annually—equivalent to the NHS budget.

Yet, despite its staggering cost, disengagement often goes unnoticed until the warning signs are impossible to ignore—missed targets, rising attrition, and negative employer reviews. By that point, organisations are forced into damage control rather than taking proactive steps to prevent these issues from escalating.

So why are employees disengaging, and what can leaders do to turn things around? In this month’s Leading Behaviour Change, we’ll break down the root causes of disengagement and the leadership strategies that can reverse the trend.

The State of Employee Engagement Today

As disengagement trends continue to evolve—from Quiet Quitting to The Great Detachment—one thing is clear: the discretionary effort that fuels high-performing organisations is at greater risk than ever. Rather than quitting, employees are complying, withholding the the creative excitement that meaningful results need.

Now, Productivity Theatre has emerged, with 43% of surveyed employees admitting to spending over 10 hours a week on performative tasks—often a symptom of low-trust cultures—in an order to simply appear busy and gain visibility. But this doesn’t necessarily mean people aren’t taking their role seriously. Consider the fact that the majority (74%) of Gen Z and Millennials have considered quitting due to a lack of development opportunities. The younger cohort are more than willing to commit, but only when their growth is meaningfully invested in.

As Paul Walker, CEO of FranklinCovey, explains in his most recent Fortune article, “Gen Z’s work ethic isn’t lacking—they’re rejecting outdated cultures that prioritize presence over impact.”

At the same time, career ambitions are shifting. A Robert Walters survey found that half of Gen Z professionals don’t want a promotion, and nearly 70% see management roles as not worth the hassle. Meanwhile, half of white-collar workers now feel more comfortable turning down projects than before the pandemic. Employees are no longer willing to overextend themselves for organisations that fail to foster trust and purpose.

Disengagement may take different forms, but the message is clear: employees want more than just a pay check. The question is—are leaders paying attention?

Most Common Signs Employees Are Disengaged

Disengagement isn’t always obvious, but certain behaviours signal when employees are checking out. Spotting these early allows leaders to address underlying issues before they escalate:

• Drop in Productivity – Are deadlines slipping? Is work requiring more revisions or oversight? A disengaged employee often puts in minimal effort, slowing team progress and frustrating colleagues who pick up the slack.

• Withdrawal from Collaboration – Are once-engaged employees now quiet in meetings, avoiding discussions, or skipping team activities? A lack of participation often signals disinterest or feeling undervalued.

• Persistent Negativity – Frequent complaints, resistance to change, or catastrophising can indicate dissatisfaction. Left unchecked, negativity spreads, dragging down team morale.

• Increased Absences – Are they frequently late, taking long breaks, or calling in sick more often? While time off is essential, chronic absenteeism may signal deeper disengagement.

• Lack of Initiative – Are they no longer volunteering ideas, taking on challenges, or showing curiosity? A loss of enthusiasm for growth or contribution can be a warning sign.

By recognising these signs early, leaders can take proactive steps to foster a culture where employees feel valued, motivated, and committed.

The Role of Leadership

However, despite evolving employee expectations and constant organisational disruption, disengagement is not inevitable. According to Gallup, best-practice organisations achieve 70% engagement—more than three times the global average of 23%. These workplaces don’t happen by chance; they are built through intentional leadership.

In Paul Walker’s words: “Leaders have more influence than they think. The way people experience work—whether as a chore or a meaningful contribution—depends largely on how they’re led.”

Currently, a key challenge is a widespread lack of clarity. Since March 2020, the percentage of employees who understand what’s expected of them has dropped by four or more points, making it harder for them to prioritise work, stay motivated, and invest in their future at the company.

Poor leadership communication worsens the issue—49% of workers say ineffective communication hurts their productivity and job satisfaction. Unclear expectations and shifting priorities leave employees frustrated and robbed of the sense of achievement that fuels team morale and overall business performance.

The good news? Employees want to be engaged. When choosing a new role, 58% say the ability to do what they do best matters most. And when employees are truly engaged, they’re far less likely to leave—even for a 20% pay rise.

But engagement isn’t something leaders can mandate. It’s a natural response to an environment where people feel trusted, valued, and inspired.

Your Roadmap to Re-Engage Detached Employees

“Only when people are sincerely and meaningfully involved are they willing to commit the best that is within them.” — Stephen R. Covey

Today, leaders are presented with both a challenge and an opportunity. According to Gartner’s 2025 research, 97% CHRO’s want to change some aspect of their culture, but don’t know how to turn their vision into reality.

At FranklinCovey we know the key lies in creating a workplace where team members can confidently say: “I’m a valued member of a winning team doing meaningful work in an environment of trust”. 

Make Employees Feel Valued

Employees need to know their contributions matter—but too many don’t. In fact, 50% of frontline employees feel expendable at work. Go beyond generic praise—recognise specific efforts, whether it’s a major achievement or consistent, everyday contributions. Seek their input, involve them in decisions, and show that their perspectives shape the organisation’s direction. When people feel heard and appreciated, they bring greater energy and commitment to their work.

Create a Winning Team Culture

Progress fuels engagement. Set clear goals, establish mutual accountability, and give employees the autonomy to problem-solve and adjust course as needed. Celebrate small wins to build momentum and reinforce the connection between effort and achievement. As Chris McChesney, co-author of The 4 Disciplines of Execution, says: “Nothing drives morale and engagement more than winning.”

Connect Work to Meaning

Employees disengage when they can’t see how their work contributes to the bigger picture. Help them make that connection by regularly discussing their impact—on customers, colleagues, and company success. Hold ‘contribution conversations’ where employees reflect on their strengths, aspirations, and future growth. People who see purpose in their work stay engaged and strive to do their best.

Build a Culture of Trust

Trust is a two-way street. Employees need leaders they trust for both character and competence—and who extend trust in return. Micromanagement, conflicting priorities, or broken commitments erode engagement, while transparency, clear communication, and autonomy foster a culture where people feel safe to contribute, innovate, and take ownership. As with most things, leaders must go first—trust first.

Discover how The 4 Essential Roles of Leadership® offers leaders at all levels a practical framework for building engaged, aligned teams who are invested in their work and the success of the team.

Engagement is a Matter of Reciprocity

Simply put, people are willing to work hard, but no longer at the expense of themselves and their wellbeing. They want to do great work, but not work that is unsustainable or unrecognised. When leaders offer more than what’s written in a job description—growth opportunities, trust, empathy, and equity—employees respond in kind.

It’s the value that employees get out of work beyond their pay cheque that truly creates the emotional commitment. Leaders who align individual strengths with meaningful work will turn compliance into commitment and build high-performing teams who voluntarily go above and beyond—not out of obligation, but because they believe their contribution matters.