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[Quiz] Which productivity method is right for you? Get a personalized recommendation

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Proven systems to organize your tasks, manage your time, maintain your focus, stop procrastination, and achieve your goals. Take the quiz to find the one that fits you best.

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Microlearning | Accountability & Engagement (OLGA 2025) - Session 5

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Microlearning | Accountability & Engagement (OLGA 2025) - Session 5

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Accountability & Engagement (OLGA 2025) | Session 5

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SHRM: Employee Disengagement Hits a 9-Year High

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SHRM: Employee Disengagement Hits a 9-Year High

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​Employee engagement has reached its lowest level since 2015, according to a new survey released by research firm Gallup.

About 32 percent of the 67,000 full- and part-time employees surveyed were engaged in their work in 2022, while 18 percent were actively disengaged. Active disengagement has risen each year since 2020. The remaining respondents-50 percent-were neither engaged nor actively disengaged.

"[2022 showed] the lowest ratio of engaged-to-actively disengaged employees in the U.S. since 2013, almost a decade earlier," the report stated.

Engaged employees are "involved in and enthusiastic about their work and workplace," according to the survey. Actively disengaged employees are "disgruntled and disloyal" because most of their workplace needs are unmet.

The report, released on Jan. 25, indicated that the engagement elements with the steepest declines since the onset of the COVID-19 pandemic were:

Clarity of expectations.

Connection to the mission or purpose of the company.

Opportunities to learn and grow.

Opportunities to do what employees do best.

Feeling cared about at work.

Gallup also found a significant decline in the percentage of employees who feel "extremely satisfied" with their organization as a place to work-an indication that workers today feel more disconnected from their employers.

"I'm not surprised that engagement has flagged," said Jay McDonald, an Atlanta-based workplace consultant. "The workplace has been blown to smithereens thanks to the pandemic. You see that up until 2020, engagement was growing. Now, with workforces scattered, many companies are still trying to figure it all out."

Which Workers Are Most Disengaged?

Women experienced a greater decline in engagement than men in 2022, with women reporting feeling less cared about at work and less likely to have someone to encourage their development.

Younger workers, those under age 35, saw a bigger drop in engagement than workers ages 35 or older. Younger workers were more likely than older employees to have experienced declines in:

Feeling cared about.

Having someone who encourages their development.

Opportunities to learn and grow.

Their opinions counting.

Having a best friend at work.

When assessing job types, engagement levels decreased the most among individual contributors and project managers. These groups also showed the greatest rise in the percentage of workers who were actively disengaged.

"Remote-ready onsite workers," or people who could do their job from home but are working at the office, also showed large declines in engagement, while fully remote employees saw an increase in " quiet quitting," which Gallup defined as "not being engaged in work or the workplace but not actively disengaged.

Employees across different categories-onsite, hybrid and fully remote-all experienced declines in feeling connected to the mission or purpose of their organizations, according to the report.

McDonald, author of Strategic Jaywalking: The Secret Sauce to Life & Leadership Excellence (Jaywalking Communications, 2022), explained that companies must carefully consider their policies involving remote work, hybrid schedules and onsite work.

"More and more employers want people back in the office while the younger generation of workers desire the flexibility," he said. "If a company doesn't define their work structure clearly and have employees that will adhere to it, there will always be that disengagement. One side feels the other doesn't 'get' them or trust them. And trust is at the center of a good working relationship."

Tips for Increasing Employee Engagement

McDonald believes a lack of trust among an organization's leaders and workers has contributed to the rise in employee disengagement.

"Today's employees need to be heard," he said. "They need to feel as if their leaders care about them, not just as an employee but as a person. Leaders must engage regularly and show interest in what they do, not to mention be crystal clear in what the employee contributions mean to the company."

Regarding employee engagement, the Gallup report surmised that:

Leadership is not clearly communicating the company's cultural values and strategy in the new world of work.

Young workers may be more vultnerable to lower engagement due to poor expectation-setting in a remote environment.

Managers are not being in touch with ongoing work/life challenges.

The report also offered ways employers and people managers can enhance employee engagement:

Ask for feedback.

Leverage the feedback into tangible change.

Focus on clarifying expectations.

Share and celebrate positive results among employees.

McDonald said leaders should consider incorporating an element of fun into the workday, such as a game or event that disrupts the monotony of work.

"Happy people are more productive, so create a team-building exercise that puts everyone in a good mood," he said. "The other important thing is to engage with your workforce regularly. They should know how much you care. They should feel comfortable talking with you about challenges in and out of work. They should also feel appreciated."

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Gallup: Employee Disengagement Hits 9-Year High

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The percent of workers disengaged in their jobs has steadily increased each year since the onset of the COVID-19 pandemic, according to a new survey by Gallup.

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Thread: The Importance of Employee Engagement

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Thread: The Importance of Employee Engagement

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Companies with engaged employees outperform those without by up 200%+

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Gallup: Why We Need Best Friends at Work

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Gallup: Why We Need Best Friends at Work

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Story Highlights

Employees want more from their job than just a paycheck

Work friendships increase productivity and engagement

Culture determines whether friendships can naturally develop and thrive

I'm going to pose a question that is among the most controversial Gallup has asked in 30 years of employee engagement research:

"Do you have a best friend at work?"

When one of my Gallup colleagues first told me that the best friend item tended to elicit the strongest response from clients, I was surprised -- it seems like a clear-cut question without much basis for debate.

While I'm not alone in this thinking, I've learned that there are people who see a clear dividing line between work and home life. They may be friendly with their coworkers, but they don't consider them to be friends and certainly not best friends. I've also had my share of encounters with leaders and managers who expect their employees to leave their humanness at the door. They frown at chitchat and shared lunch breaks, and they view friendship as detrimental to productivity.

Typically, it's this group of leaders and managers who have the strongest reaction to the best friend item. Their reactions are varied -- some might chuckle or bristle at the language, while others may push back on the relevance of the item.

So, why does Gallup ask the best friend question?

The simple answer is performance. Our research has repeatedly shown a concrete link between having a best friend at work and the amount of effort employees expend in their job. For example, women who strongly agree they have a best friend at work are more than twice as likely to be engaged (63%) compared with the women who say otherwise (29%).

However, let's put the science aside for one moment and look more holistically at what's happening in the workforce. We now live and work in an era where many employees expect their job to be more than a paycheck. The paycheck still matters, of course, but employees seek out and stay with organizations that have exceptional workplace cultures. And while there are numerous components of these cultures, they are often characterized by overall feelings of trust, belongingness and inclusion.

We spend more of our waking hours at work than at home, and it's only natural that we want to build connections with our team members. We want work to feel worthwhile and having trusted confidants and supporters helps foster that feeling. We go to our work friends when we need to celebrate and commiserate about our personal and professional lives. In the absence of that outlet, work can seem lonely and isolating. It lacks attachments. We may like what we do, we may get to use our talents and strengths every day, but we're probably not feeling fully energized or motivated to put our whole selves into our roles.
What Women Say About Friendships at Work -- and Why You Should Listen
In the U.S., we've seen an unsettling trend of people in their "prime age" leaving the labor force. This development points back to numerous factors, including a widening skills gap and a loss of middle-class jobs. However, there is also a cultural component to labor force losses, especially when it comes to a specific group -- working mothers.

Many women who have children at home have decided that a traditional job no longer makes sense for them. It's not that they don't want to work, but corporate policies and systems make work impractical, if not unappealing for them. Why spend 40-plus hours away from your family every week just to lose the majority of your paycheck to childcare? Mothers have to weigh the pros and cons of working. Even those who truly enjoy their jobs can find it challenging to justify the time and sacrifice required to "make it" in many corporate cultures. This puts the onus on leaders to make it easier for working mothers to say "yes" to staying in the workforce.

Organizations that want to realize the benefits of a gender-diverse workforce are being tasked with finding ways to attract and retain women at all stages of life. Their strategies have to account for pay, promotion and performance management, but they must also account for culture including how they enable women to lead better lives. For most women, that includes having friendships at work. In our Women in America: Work and Life Well-Lived report, Gallup found that two-thirds of women say the social aspect of a job is a "major reason" why they work.

But it can be difficult for women to make connections at work. Our research also reveals that women in the workforce are less likely than women out of the workforce to be "thriving" in their social well-being (38% vs. 45%, respectively). Work can diminish a woman's ability to live what feels like a well-rounded and purposeful existence. When given a choice or if forced to make a choice, it's not surprising that an increasing number of women are saying goodbye to the labor force.
But Really, What About Performance?
Realistically, there are still leaders who will dismiss the talk about what women want most in a job and bring the conversation back to numbers and performance. They want proof that the best friend item actually impacts their bottom line.

Truth be told, Gallup wouldn't have included the item in our employee engagement survey if it didn't link to improved business outcomes. We've consistently found that for women and men having a best friend at work leads to better performance. For example, our employee engagement database shows that a mere two out of 10 U.S. employees strongly agree they have a best friend at work. Yet, by moving that ratio to six in 10, organizations could realize:

36% fewer safety incidents

7% more engaged customers

12% higher profit

When employees possess a deep sense of affiliation with their team members, they are driven to take positive actions that benefit the business -- actions they may not otherwise even consider if they did not have strong relationships with their coworkers.

Because the social aspect of work is so important to women, we also conducted a study comparing the behaviors and attitudes of women who strongly agree they have a best friend at work with those who do not strongly agree. We discovered that women who strongly agree with the item are:

less likely to be actively looking or watching for job opportunities

more connected with their coworkers, knowing what is expected of them and trusting their integrity and ethics

more likely to rate their own, their team's and their organization's performance more excellently

more likely to take risks that could lead to innovation

more likely to have a positive experience during the day, such as enjoying what they do, making more progress and getting recognized for successes

less likely to report having a negative experience during the day such as worry, stress and feeling tired

Having a best friend at work fuels greater performance. But before we go any further and make friendships at work the holy grail of engagement and performance, we need to bring some context to this conversation. Managers have to meet the basic engagement needs of their employees before they begin focusing on the friendship factor. For example, if employees don't know what's expected of them or don't have the opportunity to do what they do best every day, the friendships they do have at work are more likely to encourage gripe sessions. However, when basic engagement needs are met, friendships can take on a powerful dynamic in which casual, friendly banter turns into innovative discussions about how the team or organization can thrive.
On Board? Good. Here's What to Do Next:
Regardless of where managers fall with their team's engagement, organizations can and should be focusing on how they can dial into a culture of friendship and inclusion. The best employers recognize that people want to build meaningful connections. And for women specifically, friendships at work often help them answer the million-dollar question: "Is this job worth it?" However, for all employees, friendships at work speak to their greater well-being, engagement and performance.

We're not suggesting organizations force their employees to be friends. The takeaway is not to manufacture friendships or hit the gas on the best friend at work item. Rather, it's to create a culture where friendships can naturally develop and thrive. Below are three recommendations for fostering and supporting friendships within your organization:
1. Promote open communication and collaboration.
Communication and collaboration are cornerstones of an inclusive culture, and they provide a natural pathway to friendship. Employees have to believe they can speak up and share without fear of being shut down or shut out. Inviting everyone into the conversation creates a psychological safety net and cultivates feelings of trust and belongingness that inherently lend themselves to connection and friendship.

Leaders should develop communication channels that facilitate the free flow of ideas across the organization. They could, for example, host a forum on their company intranet that invites ideas on how to best reach strategic priorities or one that asks for ideas on how to improve the customer experience. Every month or quarter, leaders can choose a few ideas to explore -- ensuring they let the employee who shared the idea play a key role in the project and finding ways for a cross-section of employees to contribute.

Leaders should also recognize and celebrate the ideas that help strengthen the organization and its business. By giving employees and their ideas visibility, leadership grants everyone an opening to participate and collaborate, including those who work remotely.
2. Encourage people to get to know one another.
Many employees are involved in projects that encompass more than their immediate team members. Cross-functional or matrixed teams are the norm in an increasing number of organizations. When people and project managers correctly set the stage, this type of structure can lead to more opportunities for personal connections. Leaders have to set expectations for managers that their first responsibility is setting clear role expectations and consistently communicating with team members. But once they lay that groundwork, managers must ensure they are breaking down team silos and giving people openings to learn more about one another.

Leaders must also consider how they can help employees across the enterprise get to know each other. Again, they may look at how they use their intranet to share employee or team profiles. Or, they can also simultaneously help employees enhance their social and community well-being by providing opportunities for them to participate in philanthropic events during the workday. These types of activities can be beneficial to local communities and allow employees to meet and make connections with colleagues they may have otherwise never met.
3. Promote and participate in social activities.
Culture begins with leaders. They set the tone and are an example for employees through their actions. They make it acceptable or unacceptable for employees to become friends.

Nearly every company I've worked for or worked with has had some type of regular social activity for their employees, be it the annual holiday party or a summer picnic. But I don't always see leaders actively championing these events. Leaders must make it a priority to promote, attend and recognize company events so employees come to see socialization as the norm. Beyond the larger celebrations, leaders must also let employees see leaders taking lunch breaks together or visiting with managers and other employees. Small acts can make big impressions.

Women and men both have to see how a job fits into the greater picture of their lives, but perhaps more so among women. Culture is personal in many ways. It is personal to each organization, and it is personal to its employees. On the whole, women don't want to work in organizations where everyone avoids eye contact and stoically passes each other in the hall. The friendship factor influences an organization's ability to attract and retain a gender-diverse workforce. It also influences their ability to get the most out of their people. The best friend item is not a soft or oddball question, but one that directly impacts performance. It speaks to why people work and why they choose to keep working for you.
Learn more about how Gallup can help your organization improve performance with a focus on engagement and inclusion: Amy Adkins contributed to the writing of this article.

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Is there a connection between having friends at work and employee performance? Absolutely -- especially for women.

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HBR: How to Actually Encourage Employee Accountability

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HBR: How to Actually Encourage Employee Accountability

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How to Actually Encourage Employee Accountability

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Companies have been struggling to define and improve accountability processes -from annual performance appraisals to routine check-ins with the boss - for decades, and most employees still dread the conversations. Most of these processes usually result in forced categorizations in the form of numbers or labels, which can make employees feel threatened, demeaned, and insignificant.

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Know Your Team: How to Hold Employees Accountable Without Micromanaging Them

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Know Your Team: How to Hold Employees Accountable Without Micromanaging Them

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Yes, it's possible. Here are 9 practices for how to increase team accountability without squashing your team morale.

If you're a leader who wants the best outcomes, the natural question to ask is: "How to hold employees accountable without micromanaging them?"

However, this question can feel complicated.

As much as you want your team to be more accountable, you've never been eager to play "bad cop." The last thing you want to do is become " that micromanager," getting people's nerves by checking in with people incessantly and scrupulously enforcing deadlines. After all, when did the role of a leader become the role of a taskmaster?

Simultaneously, you feel the swirl of work - the pace, the volume of it - consuming you and your team. You wonder if you even have another option than to become "that micromanager." Someone makes a mistake. Someone misses a deadline... Those incidents aren't going to cut it if you're going to get to where you want to go as a team. Though you don't relish in the role, how else are you supposed to keep your team accountable without cracking the proverbial whip?

Another option does exist. It is possible to keep your team accountable without micromanaging them - and with no proverbial whips cracked 😉

How, exactly? Here are some practices for how to hold employees without micromanaging them...

9 practices for how to hold employees accountable without micromanaging them.

DO NOT: Perpetuate interruption cycle.

"What's the status on this?"

It feels like a harmless question. And hey, as a leader, you need to know!

However, lighting up the @Mentions in Slack or overloading the email inbox only annoys - it doesn't motivate. You can only imagine the feeling of dread you instigate when every single touchpoint of communication you have with a team is: "What's the status on this?"

Not only is it burdensome, but it also wrecks productivity. Every time you ask for a status update from your team, you interrupt the flow of work. Countless times have I had employees begrudgingly confide in me: " I spend more time preparing and writing status reports to my boss than doing the work itself. " Ouch. Could this likely be the case for your own team?

In short: Every time you send "What's the status on this?" at random times and expect an immediate response, you perpetuate a cycle of interruption that throws a wrench into productivity and reduces team morale.

Instead of encouraging this rampant cycle of interruption, know that you can hit PAUSE before sending the "What's the status on X?" ping, and do this instead...

DO: Ask and answer the question: "How will we know we will have been successful?"

It feels obvious: As leaders, we should establish what "success" looks like, from the start and circle back to communicate that picture of success, throughout the project.

However, according to Gallup only about half of all employees strongly indicate that they know what is expected of them at work.

Wait, hold up. What's going on here?

We as managers think that expectations are clear - but employees don't find them clear at all. A gap exists between our own internalization of expectations versus the reality of how well we communicate those expectations. Simply put: We don't communicate a picture of success clearly, strongly, and often enough.

Specifically, a good pulse-check on how well you're doing this as leaders is to ask your team members, during each of your one-on-one meetings ( which we cover in depth in our training program), a few of the following questions:

Is it clear how we will know if we have been successful?

Is it clear what "great work" looks like?

Is it clear what "high quality" looks like?

Is it clear what "on time" means?

You'll notice that all these questions begin with the phrase, "Is it clear..." This underscores how tightly coupled accountability is with clarity. A team doesn't know what it should be accountable to if those expectations are not made clear. As leaders, it's our job to make things clearer than they ever could be.

DO: Provide a mechanism to proactively communicate progress in an easeful, automatic, and asynchronous way.

If "What's the status on this?" doesn't prove to be effective for understanding what progress is being made, what is effective?

The biggest trap you want to avoid is the trap of our team spending more time on summarizing how they're progressing rather than on making progress itself.

Specifically, you want the way that your team shares progress to be 3 things:

1. Easeful. It should take no more than 5 minutes to write or share the status update.

2. Automatic. There should be some kind of regular cadence to the status update, so it feels almost automatic to share each day and/or each week.

3. Asynchronous. Give your team the time and space to share an update on their own accord, at the beginning of their own workday, when it makes the most sense to them. Rather than calling a meeting or intruding with DMs at random times of day, an asynchronous schedule with guidelines (e.g., "Please share your status update in Slack every morning"), helps avoid the interruption cycle we discussed earlier that is so disastrous.

As a result, here at Know Your Team, we internally use our own Heartbeats. This is an automatic check-in that comes in the form of a daily email and/or Slack message that asks: " What did you work on yesterday, and what are you going to work on today? " This ends up being ensuring the way we're communicating status updates is easeful, automatic, and asynchronous

Alternatively, you could ask your team to write a daily Slack or MS Teams message or email update that shares what they worked on yesterday and what they're going to work on today and encourage folks to not spend more than a few minutes writing it.

Whatever you choose, when you ensure that your status update mechanism is easeful, automatic, and asynchronous, sharing progress becomes effective rather than time-consuming. How to hold employees accountable without micromanaging them is rooted in this.

DO NOT: Increase pressure on deadlines.

You're worried. This deadline matters.

You can't shake the feeling of, "Oh my goodness, I really want them to make sure they make this deadline and feel I should say something..."

It's understandable. As managers, we care about the outcome (which is a wonderfully motivating force!). However, lingering on wanting to exert extra pressure on your team members because "I really hope they make this deadline" is sentiment is coming from you, not their work. It involves your own insecurity and anxiety that they might let you down. In fact, it has little to do with the reality of how they're doing their work.

When you begin to feel this anxiety and temptation to exert pressure on deadlines, remind yourself: You've done all you can to make the deadlines clear. Further pressure on your team only backfires.

In his seminal work on motivation, Edward Deci found in his 20 years of research that when pressure was exerted on a person to accomplish a task, performance worsens, quality of outcomes worsens, the person learns less, and the person ends up not enjoying the task as much.

Rather than succumbing to the instinct of " Oh my goodness, I need to remind my team of this deadline and put on the pressure..." keep in mind there's something else you can do to ensure that what's most important gets done. For when it comes to how to hold employees accountable without micromanaging them, it's the following...

DO: Figure out what you can take off their plate.

If you're feeling concerned that your team won't make a deadline, consider taking something off their plate. Everything doesn't all need to get done now: What is something that isn't as urgent at the moment? What is something that can wait and reappear later?

Work doesn't just "happen" - it needs space and time to get done. And it's up to you as the leader to create that space and time for your team.

As a leader, ask yourself:

What can I be taking off their plate so they can meet a deadline and/or achieve what is most important?

Have I asked "What can I take off your plate?" directly to my direct report, in a one-on-one meeting?

What am I willing to say "no don't work on that," and to say "yes" to work on?

Space and time are ingredients to high-quality work. Ask yourself these questions as a leader to make sure you're providing them. This is essential for how to hold employees accountable without micromanaging them.

DO NOT: Jump in and do something for them.

When things feel tight for our teams, it's tempting to do the work for them. You may find this unavoidable, depending on the stage and size of your team, and if upper management and/or the organization has expectations of you as a leader also producing individual contributor work.

However, in many cases, your job as a leader is to : To set context and create an environment for your team to be successful - not to do the work itself.

While you might think that jumping in and finishing up someone's code is helpful, or taking over a sales call is giving someone a lift in the short run, in the long run, you cultivate a dependency. You send the message to your team: " Hey, you don't have to own this because I'm overriding your work... "

In short, you undercut your team's ability to execute and fulfill true responsibility - and you actively stop your team from becoming truly accountable.

Instead, how to hold employees accountable without micromanaging them means the following...

DO: Give guidance on what to prioritize first, and why.

All of the work feels important. However, when you say, "It's all important and we have to get this all done by XX date..." you encourage your team not to thoughtfully figure out what is most important, but to haphazardly try to figure everything out at once. Prioritization - knowing what the tackle first and why - leads to strong execution and outcomes.

As a result, you want to ask yourself as a leader:

Am I outlining the accurate level of urgency rather than a perceived level of urgency?

To what degree can I make what is most important clear?

Practically speaking, during your weekly or biweekly 1:1 meetings with your team, you can ask the question: "Is it clear what your top 3 priorities are?" to open up the conversation. We do this internally here at KYT, and find the conversation from that question to be massively useful.

DO NOT: Making subtle conditional statements for what happens if they make a mistake.
"We're all counting on you for this..." "If this doesn't work out, this won't reflect well on you..."
Sound familiar? These statements may all feel true to you - but the real-life reaction and behavior this encourages are not helpful if you're trying to create a culture of accountability.

True accountability involves team members stepping up and into their roles and owning responsibility because they want to accomplish something bigger - not because they're scared that you as the leader will look poorly on them.

Give your team the right reason for why they want to be accountable - rather than one tinged in fear.

This brings us to the last practice of team accountability...

DO: Give a reason for why this matters and contributes to the overall bigger picture.

Ultimately, we want our team to be accountable in order to accomplish certain outcomes: We want the world to be better, or an impact to be felt by our clients, the industry, the world. That should be the driving, energetic force if we want accountability to be sustaining and self-generating rather than short-lived or contingent on us making rah-rah speeches as leaders.

And so, as leaders, we must ask ourselves: How are we connecting what needs to get done to the overall bigger picture of what matters? I've written more on how we can do this by co-creating and articulating vision in a team here.

From these practices, you'll notice that creating greater accountability in your team is less about holding your team accountable and more about holding yourself accountable as a leader.

True team accountability is not about checking in on your team more or applying stricter deadlines. True team accountability is about doing everything you can to create the clearest possible picture for what needs to get done and why, and sharing as much context as possible to achieve those expectations.

Only then will you create an outcome where the team is taking on greater responsibility, executing their work with fewer mistakes, and even exceeding your expectations what you thought could be possible as great work.

In sum, you can ask yourself these 7 questions to increase accountability without micromanaging your team:

Am I making clear how we will know if we've been successful?

Am I giving guidance on what to prioritize first and why?

Am I sharing enough context for my team to navigate uncertainty?

Am I outlining the accurate level of urgency rather than a perceived level of urgency?

How am I helping them see for themselves what progress needs to be made?

What am I taking off my team's plate so they can appropriately focus on what matters?

How clear is it how their work contributes to the bigger picture?

When you keep yourself more accountable as a leader, you keep your team more accountable.
💡 If you're looking to put these practices to use, you'll want to try Know Your Team - will teach you how to keep your team accountable without micromanaging them. Try Know Your Team for free today.
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How to hold employees accountable without micromanaging them

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Yes, it's possible. Here are 9 practices for how to hold employees accountable and increase team accountability without micromanaging them.