The economic price tag of disengagement is staggering. Gallup recently reported that employees who are not engaged or who are actively disengaged cost the world $7.8 trillion in lost productivity.
Not only is this an enormous economic cost, it reflects a painful human cost. We are at our best when we are thriving in all areas of our lives – including being engaged in meaningful work.
What can we do to increase engagement? One of the key factors of disengagement is the perception that “what I do doesn’t really matter.” One way to measure disengagement is employee surveys. But if you have ever walked into a business and instantly notice languid movements, shoulder shrugs, cynical comments, eye rolling, and doing the bare minimum of work, you don’t need a survey to see red flags that point to disengagement!
If you suspect you are falling down the path of disengagement, here are some questions you can ask to bring clarity and get you back on a more positive road:
As yourself the following questions:
- Is it really true that the work I do doesn’t matter? What is the hard evidence to support that feeling?
- Could it be something else?
Our well-being in other areas of our lives can significantly color how we feel about our work. Evaluate and check your inner chatter.
If your team seems to be disengaged, reflect on the answers to these questions:
- What did we do this week that was significant?
- What did we do well and how can become even better?
Humans are wired with a negativity bias. The good can often go unnoticed.
In 1962, JFK was visiting NASA and casually asked the janitor what he did for Nasa. The janitor replied, “Well, sir, I’m helping put a man on the moon.”
We may not work for NASA but recognizing the value of our work and the work of others is one step towards creating a more positive environment here on planet Earth.
