Employees don’t usually disengage overnight. It often happens in stages. First, there is enthusiasm. Then, disappointment. Disappointment becomes frustration. Frustration becomes silence. Silence becomes withdrawal. And eventually, the employee may continue collecting a salary while psychologically disconnected from the organisation.
On his first day at work, Daniel arrived before everyone else. He was excited. He wanted to prove himself. He volunteered for assignments, stayed late when necessary, offered ideas during meetings, and took personal responsibility for getting things done. His manager called him one of our most promising people.
Daniel believed he had found a place where hard work mattered. Unfortunately, the first time Daniel stayed late to complete an urgent assignment, nobody noticed. The second time, his manager said, that’s what you’re paid to do.
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Then a colleague who had contributed little to a project received the recognition Daniel had expected. Daniel didn’t say anything. He was shocked, surprised, and discouraged. It seriously affected his commitment to work.
He still came to work, completed his assignments. He still smiled when necessary, but the drive and commitment were gone. This is how many organisations lose good employees.
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One of the most dangerous assumptions managers make is that an employee who has become disengaged was always disengaged. Not necessarily. Some of the employees that managers describe as uncommitted, difficult, lazy or not serious were committed and resourceful.
They were the ones who arrived early, asked questions. Solved problems nobody assigned to them. Protected the organisation’s reputation. Stayed late to get results. They gave more than the job description demanded.
But when their effort is consistently ignored, their initiative repeatedly thrown out, their ideas constantly dismissed, mistakes are treated more harshly than their achievements were recognised, it may affect their commitment.
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The question then becomes: why should I keep giving my best when my best doesn’t seem to matter? The question every manager must honestly answer is, are they a part of the problem?
The Psychology of Withdrawal
Employees don’t usually disengage overnight. It often happens in stages. First, there is enthusiasm. Then, disappointment. Disappointment becomes frustration. Frustration becomes silence. Silence becomes withdrawal. And eventually, the employee may continue collecting a salary while psychologically disconnected from the organisation.
At this stage, they only do what is required, nothing more. Not because they cannot do more. Usually because the leader is not inspiring enough.
This is why managers should pay attention when a previously energetic employee suddenly becomes withdrawn. When the person who always contributed ideas stops contributing. That’s a feedback of toxicity. It should not be overlooked.
A Manager Can Change the Meaning of Work
Leadership is beyond assigning tasks. Managers also influence how employees experience those tasks. The same job can feel meaningful under one manager and miserable under another.
A manager who provides recognition will make effort feel worthwhile. Effective communication makes difficult assignments manageable. An unfair treatment makes the job emotionally exhausting. Everything depends on the environment created by the manager.
This is why poor management can affect productivity negatively. You may still have the employee. But you may no longer have the employee’s commitment.
Organisations often worry about employees who resign. Which is okay but more problematic is the employee who stays but stops contributing beyond the minimum.
This does not however mean that every underperforming employee is a victim of poor management. Employees have personal responsibility. Some people just lack commitment, competence or discipline. They are simply lazy.
But responsible management requires a series questions before making a judgement: What happened? What changed? Was the employee adequately supported? Was effort recognised? Were expectations clear? Was feedback constructive? Was the person treated fairly? Did the employee feel heard? Did a good performance lead to greater opportunity or simply greater workload?
Sometimes the problem is the employee. At other times the problem is the manager. And sometimes the organisation has unknowingly created the conditions or culture that makes employees stop giving their best.
The Lesson for Managers
Your employees are constantly learning from your behaviour. They are learning what gets rewarded and what gets ignored.
They are learning if speaking up is safe. They can see how excellence is appreciated or exploited. And they will adjust their behaviour accordingly. If you have repeatedly taught people that their effort doesn’t matter, don’t be surprised when they eventually stop offering it.
Good management is actually creating an environment where people that makes people perform at their very best. The question for you then is, what kind of environment are you creating?
Yemi Adetayo is a leadership consultant, counsellor and transformational catalyst. He can be reached through: [email protected]
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