In most organisations disengaged workers are viewed with disdain by leadership. They are seen as being a blight on the workplace, flawed troublemakers, and somehow morally reprehensible. Disengagement is felt to be due to an inherent problem with the individual concerned.

However, the disengaged worker can be viewed in an entirely different way – a way that allows understanding of these people and the challenges they have faced and which may lead to improved outcomes for the workers and the leadership.

An alternative view of disengagement

A high rate of disengagement in workplace survey tools is feared by organisational leaders, as it is a public indication of poor organisational ‘buy-in’. The immediate reaction is a desire to silence these voices. But the disengaged workers may be those who once entered the organisation with the highest hopes and the most optimism for what they, and the organisation, could achieve. They may be the people who most fervently believed in the words of the organisation’s mission statement.

Those who have the greatest emotion invested can be the ones who are most vulnerable. These people are sensitive to thwarted goals and hopes. They can be the ones who get damaged the quickest. The trauma may include moral injury or burnout.

In this way, disengagement can be a defence mechanism. Rather than being let down once more it’s easier to become closed off and cynical. Instead of showing enthusiasm for a new organisational structure or management plan, one’s instinctive reaction may be seen to be obstructive and negative.

But these workers may be the proverbial canaries in the coal mine. These individuals may be the ones more easily affected by a poor working environment. Their disengagement may point to a workplace that has suboptimal conditions or culture, that will eventually affect others.

So, instead of reviling these people is it possible to somehow appreciate what they may be telling us? To drill down on their frustrations and listen to what has lead to the disengagement. Important insights may arise that give organisational benefit. Ironically, willingness to listen may begin the process of repair and engagement.

Leadership and Disengagement

We all recognise that leadership is difficult and a subordinate who is a pebble in your shoe can quickly become a major annoyance. In a busy world it may be easier to disregard, or even terminate, a worker who has continual gripes or doesn’t show a level of enthusiasm that is seen as being appropriate.

A different way to view these people may be to consider that their personal hopes, or dreams for how the organisation would develop, have not been realised, and that they have suffered heartache over this. Bringing an attitude like this may allow compassion and understanding. There could also be significant challenges in this person’s life outside work. Sometimes we have to walk in another’s shoes.

In some situations the disengaged worker may be too far along the road to be able to reimagine committing to the organisation’s purpose, and it may be more appropriate to part ways. However, this should not be a hasty decision for these workers are often vastly experienced and carry a wealth of organisational knowledge.

Whatever the final outcome, leaders must listen to disgruntled workers. Even in a critical commentary there will be some rare gems of unfiltered truth – which unfortunately are often discarded as the feedback is uncomfortable to hear. Again, true leadership is hard and it requires courage. Those brave enough to listen, and willing to consider inconvenient viewpoints, may be able to create change that ultimately benefits all within the organisation. Dialogue with disaffected workers may represent an opportunity, even a gift, for a struggling organisation.

Can disengagement be reversed?

If disengagement sometimes constitutes a defence mechanism to protect the worker from having their hopes dashed once more, then engagement may equate to faith and belief.

Belief that the work is important and that the leaders always have the best interests of workers as part of decision making. Faith that the organisational directions are noble. A belief that the words of the mission statement are an ethos that drives all actions, rather than just ink on paper. Disengagement might be the point when faith is completely eroded.

Can disengagement be reversed and can faith be restored? I don’t know if it’s always possible, but I do know that it starts with qualities such as listening, compassion, humility, and integrity.