Coming Up
Why generic reengagement tactics fail – and can even make things worse
Ten things that might need to change (you will probably only change one)
How both of you will know whether the change is working
The honest answer about employees who cannot be won back
Not every disengaged employee needs more praise, or more enthusiasm from you, or another team-building event.
Some need something real about their job to change. And some have already decided to leave – they just haven’t said it out loud yet.
That may sound discouraging on the final day of a challenge about disengagement, but it’s meant to be freeing. Once you stop trying to cheer people back into engagement, you can start doing the thing that actually works: finding what is broken and testing whether it can be fixed.
Yesterday, you prepared a conversation that opens with an observation instead of a label. Today is about what comes after that conversation.
Before we jump in, here’s a reminder of all that we’ve covered together in the Managing Employee Disengagement Challenge:
Day 2: Why High-Performing Employees Stop Going Above and Beyond
Day 5: Can a Disengaged Employee Be Reengaged? (You Are Here)
The Pizza Party Problem
When engagement drops, many organizations reach for morale boosters: recognition shout-outs, team lunches, or an offsite with trust falls (*shudders*).
The assumption is that the problem is emotional – that employees are running low on appreciation, connection, or fun, and a little more of each will bring them back.
Sometimes that helps. But as we saw on Day 3, disengagement often grows from an unmet need, and many of those needs are built into the work itself.
Someone overwhelmed by an impossible workload does not need a pizza party. Someone whose ideas are repeatedly ignored does not need a public shout-out. When the problem is structural, a morale boost does more than miss the point. It can leave the employee feeling as though no one really listened.
That is why the order of this week’s challenge is so important: observe the change, identify what has disappeared, form a tentative explanation, and then have the conversation.
By now, you should have a clearer sense of what may actually be missing. Any next step should follow from that – not from what worked at your last company, and not from what would motivate you.
The Ten Levers
When reengagement works, it is usually because something concrete changes. The challenge is figuring out which change will actually matter.
Here are ten levers worth considering when determining what to change:
