Is your team genuinely engaged or simply going through the motions?

Many leaders mistake activity for engagement. A busy team isn’t always a connected team. And while pizza Fridays and wellbeing webinars have their place, they’re not the answer to long-term engagement.

Post-pandemic workplaces are quieter in some ways. But under the surface, there’s a louder problem. People are mentally checking out.

Welcome to the era of silent disengagement.

The truth behind disengagement

The numbers are revealing — but they need closer reading.

According to CIPD’s 2024 Good Work Index:

• 51% of employees say they feel enthusiastic about their job
• 50% feel time “flies” while working
• 30% say they feel full of energy at work
• 41% report feeling inspired day to day

That tells us that while people may function, real energy and emotional connection at work are much lower.

Add to that Gallup’s research, which shows that the manager influences 70% of the variance in team engagement, and you start to see the bigger picture.

And although the numbers vary year to year, various studies consistently estimate the cost of disengagement to UK employers at over £70 billion annually, a figure that’s hard to ignore.

Disengagement rarely shows up in big moments. It’s subtle:

• Fewer ideas volunteered
• More time spent doing the bare minimum
• Passive acceptance of change rather than active contribution

This carries extra weight in small businesses and micro teams. Every person counts. When someone starts to emotionally check out, it’s not just their energy that dips—it affects culture, delivery, and morale.

Engagement isn’t about gimmicks. It’s about being human.

Here’s a story I often share.

A manager in a newly merged team decided to bring the team together for an internal showcase event. She proposed a funfair theme for their stall. Within hours, energy soared. Ideas bounced between colleagues. Everyone leaned in.

That day, they weren’t just preparing for a presentation. They were rebuilding trust, belonging, and a sense of play.

A team member later said, “This reminded me why I love working here.”

When done with purpose, fun isn’t trivial. It’s transformational.

The 4Cs of Engagement

Let’s get practical. 

What drives engagement? I’ve identified four core drivers based on my experience coaching leaders and teams.

1. Clarity

People want to know what’s expected of them, why it matters, and how they’re doing. Without clarity, confusion breeds anxiety, while with clarity, people thrive.

2. Connection

Teams aren’t just collections of individuals. Humans crave connection. Peer relationships and a strong manager-employee bond are fundamental to engagement.

3. Contribution

People want to feel their work means something. When individuals see how their role links to a bigger purpose, they take more ownership and pride.

4. Care

Employees who believe their wellbeing, growth, and ideas matter are more loyal, resilient, and willing to go the extra mile.

Don’t Just Onboard New Starters – Re-Onboard Your Veterans

If you’ve had the same faces in your team for a while, don’t assume they’re fully engaged. Over time, even high performers can lose their spark. They may carry institutional knowledge, but are they still connected to the mission?

This is where re-onboarding comes in. Think of it as a fresh check-in to:

• Reconnect long-term employees to the purpose and vision
• Reinforce evolving values, priorities, and behaviours
• Understand how their role has shifted and where they want to grow
• Invite them to help shape what comes next

You can:

• Revisit their goals and strengths in a 1:1
• Ask: “What part of your role excites you most now?”
• Give them a new project or mentoring opportunity

The people who’ve stayed are invested. But don’t take that for granted.

Re-onboarding is how you keep them inspired — not just employed.

Engagement Self-Assessment: Where does your team sit?

Use this checklist to gauge how things are going in your team.

Tick all that apply:

☑ People openly share ideas and feedback

☑ There’s laughter, energy, and lightness at least weekly

☑ Recognition happens in real time, not just in appraisals

☑ Mistakes are discussed, not buried

☑ You’ve recently asked the team how they feel about work

Results:

0–1: Critical zone – disengagement is likely hurting performance

2–3: Caution zone – there’s goodwill, but it’s fragile

4–5: Healthy zone – build on what’s working

What NOT to do when trying to drive engagement

Sometimes the intention is good, but the approach does more harm than good. Here are five common mistakes leaders make:

• Assuming one size fits all: Not everyone is motivated by the same things. Tailor your approach.
• Over-promising and under-delivering: Saying the right things without follow-through erodes trust fast.
• Ignoring the quiet ones: Disengagement often starts silently. If someone’s gone silent, check in.
• Leaning too heavily on perks: No complimentary coffee or yoga classes will fix a lack of clarity or poor leadership.
• Reacting to data, not people: Surveys are helpful, but the gold is in honest conversations. Look beyond the tick boxes.

How to go deeper than surface-level engagement

Too often, I see leaders investing in perks before conversations. That’s like painting over damp.

Instead, start with these foundations — practical steps that build emotional connection and trust across any organisation:

• Demonstrate empathy and show up for your team: When you’re in the trenches with them, they’ll remember it. Ask what support they need and show you’re listening.
• Talk less, ask more: Get curious about what’s frustrating or motivating your people. You’ll uncover more than any survey could tell you.
• Recognise and appreciate: Not just output, but effort, attitude, and growth. Say thank you often. Be specific.
• Address tensions early. Conflict avoidance kills engagement and builds resentment. Lean into uncomfortable conversations kindly and clearly.
• Keep communication open and honest: Let them know what is changing, and what isn’t. Uncertainty breeds fear; clarity builds trust.
• Rally around shared values: Remind your team why you do what you do. Reconnect them to the purpose. It’s a powerful motivator.
• Be human: Share your learning moments. Admit what you’re working on. People connect with the real you, not the polished version.
• Offer regular feedback and support: Have consistent one-to-ones. Ask what goals they have and how you can help.
• Invite contribution: Involve your team in decisions, problem-solving, and even team-building ideas. Co-creation builds buy-in.
• Be optimistic about the future: Talk about what could be better than before. Ask for their ideas. Show them they’re part of the journey.

Engagement is everyone’s job — but it starts with you

Whether you’re managing two people or twenty, your team takes its cue from you.

If you’re scattered, inconsistent, or avoidant — expect the same from them.

But when you:

• Show up with presence
• Set expectations clearly
• Follow through consistently
• And genuinely care

…your team will meet you there.

They’ll stay. They’ll stretch. They’ll speak up.

What to look for in 1:1s and daily interactions

Spotting disengagement early means looking beyond productivity. Pay attention to:

• Energy drop-offs: Are they still contributing ideas or withdrawing?
• Body language: Is their posture, tone, or pace different from usual?
• Emotional flatness: Are they less reactive to wins or losses?
• Language shifts: Phrases like “It doesn’t matter” or “I’ll just do what I’m told” are quiet red flags.

During 1:1s, try asking:

• “What part of your role do you enjoy the most right now?”
• “What’s been frustrating you lately?”
• “If you could change one thing about how we work, what would it be?”

These aren’t soft questions — they’re strategy. They give you the insight you need to lead well.

The Conversation That Builds Culture

Too many leaders believe engagement is something they do to people. It’s not. It’s something you build with them.

One conversation at a time.

The tools are simple. The consistency is what matters.

If you’re ready to create a workplace where people thrive, not just survive, I can help you.

Are you willing to start that conversation today?