How should you lead a disengaged team?

It’s not uncommon. Many managers inherit teams that are not wholly onboard with the idea of having those managers or leaders.

But, at times, it remains out of our control.

So, now that you have a disengaged team, what’s next?

#1 Start with why

Your best bet at solving the challenge is created when you understand why that challenge shows up. If your team is generally disengaged at work or in the prospect of you leading them — do you know why that is?

Of course, there can be many reasons behind a disengaged team. They may not have work designed well enough, or someone else might have liked to be the manager. But now that that’s over, you need to figure out the details. It could include poor communication, lack of recognition, unclear goals, excessive workload, or a toxic work environment.

The best way to get to the root cause is to ask the team members themselves. You can conduct one-on-one team members to understand their attitudes and gain their perspectives if the situation permits. Anonymous surveys are another tool. Ultimately, active listening and observation are your best tricks.

#2 Be clear about the situation

Is your team disengaged? Are some specific members disengaged? Is a specific sub-department disengaged? All three scenarios are different, and so are their solutions. Begin by identifying the underlying reasons for the disengagement and try to attribute their origins.

Share your observations and express your desire to improve the situation. Be transparent about the challenges and involve the team in finding solutions. It will help you create trust in the early days of your managerial stint.

#3 Don’t be a lone warrior

It is especially critical if you are a new or first-time manager. You can try your best to understand the team and their reasons for disengagement, but you might still miss something because of a lack of history.

So, what should you do to save yourself from failure?

• Talk to the senior leadership. The senior managers and leaders on your team can significantly impact social dynamics. Do the seniors display trust in you? That’s one way to win over other team members who are influenced by them. It shows that you are trustworthy and ensures your seniors know your attempts and objectives.
• Be open to advice. Your seniors can also become mentors and coaches, even former team managers if they are in the same organization and have moved up the ladder. Ask them if they have handled similar situations and what they were like.
• Get your coach onboard. If your organization supports people managers with leadership and executive coaching, that’s quite helpful. Discuss ways to connect with a new team and beat disengagement with leadership coaches in your context. Being honest and active in the application will help you here.

#4 Don’t try to move mountains

Does that sound counterintuitive? It’s not. Employee engagement is not something that you can build in a day or even a week. It needs investment over time, and results take time.

When engaging team members, start with small steps, like seeking their input for the next quarterly goal setting. And, of course, engagement is a two-way street, so do return and define how their role matters in the objectives.

Many teams are disengaged because they lack a vision that flows through the center and ties them together. Bridge that gap.

Similarly, you can show trust in your team by delegating tasks and giving them ownership of projects. Empower them to make decisions and take initiative.

Further, regularly recognize and celebrate both small and large accomplishments. Personalized recognition will make your employees feel valued and appreciated.

#5 Don’t stop at the first sign of success

Why not? Engagement levels consistently change depending on what you, their manager, and the rest of the organization are doing. The first signs of success are great motivators, so use them to move forward consistently.

Over time, when you have developed relationships with the team, disengagement becomes a challenge you tackle together. Some of your team members can double up as agents and support your ideas, so keep going. Work with team members to identify areas where they would like to develop new skills or take on new challenges.

Parting thoughts

Ultimately, keep an eye open to check whether the challenges are just troubling your team or if there’s more to it. Organizational practices often don’t allow significant work-life balance or contribute to burnout; they might not have structured plans for professional growth, which hurts employee engagement big time. As a manager, there’s a lot you can do, and there’s more that your organization’s HR function does — be open and honest about the needs if they are present.