Disclaimer: Author had and failed at several leadership roles, at several management levels in the past.
So, the Zeit is running headlines about a Gallup Engagement Index showing German workers are increasingly disengaged, doing the bare minimum ("Dienst nach Vorschrift"). The study paints a grim picture of plummeting loyalty, vanishing trust, and a workforce teetering on the brink of mass "inner dismissal." And, predictably, the finger-pointing begins. It's the lazy workers, the entitled millennials (or Gen Z, depending on the day), the unmotivated masses who are apparently single-handedly tanking the German economy.
Hold. The. Phone.
Before we launch into another round of blaming the workforce, maybe, just maybe, it’s time to turn the spotlight onto the folks at the top. It starts in the teams who have to go through working with me in an org role - engagement is my responsibility. Maybe, just maybe, the reason people are disengaged isn’t some inherent moral failing, but a direct result of abysmal leadership, tone-deaf policies, and a corporate culture that values profit over people. I made all the mistakes before, so I know.
Let’s dissect this, shall we?
Beyond the Numbers: What the Gallup Report Conveniently Ignores
Let's be real. Numbers on a piece of paper do not make up an entire country. The report has data to back up its claims, but numbers can be interpreted in many ways. We're told that this study is a word on German worker morale. And, predictably, the narrative of the article focuses on worker apathy and lack of dedication.
But let's dig a little deeper, shall we? Let's examine the environment these workers are operating in.
The Real Culprits: Beyond the Buzzwords
So, if it's not just lazy workers causing this supposed crisis, what is it? Some of my ideas on why people think differently on work in 2025.
The Great Salary Stagnation: For years, wages have stagnated while the cost of living has skyrocketed. Employees are working harder than ever, but they're barely keeping their heads above water. Rent is insane, groceries are through the roof, and the dream of homeownership is fading faster than your hairline in your mid 30s. Tell me, bosses, how engaged do you expect people to be when they're stressed about making rent and feeding their families?
The AI Apocalypse (According to Pointy Hairy Boss): We've been bombarded with messages about AI taking over jobs, automation rendering entire professions obsolete. Instead of reassuring employees and investing in their upskilling, many companies have used the AI hype as an excuse to lay off thousands and ramp up short term profits. Why would anyone invest their heart and soul into a job when they're constantly reminded that they're expendable, a replaceable cog in the machine? Is it any wonder people are just doing enough to avoid getting fired?
The Generational Disconnect: We have a workforce spanning multiple generations, each with different values, expectations, and communication styles. Instead of bridging these gaps and fostering understanding, many companies cling to outdated hierarchical structures and management practices that alienate younger workers. Millennials and Gen Z aren't inherently entitled - quite the opposite; they just value work-life balance, purpose, and autonomy. If you can't provide that, they'll find someone who can.
The "Lean" and Mean Approach to Development: Remember when companies invested in employee training, mentorship programs, and career development opportunities? Nowadays, it's all about cutting costs and squeezing every last drop of productivity out of employees. Companies that focus solely on short-term gains are bound to limit their employees potential. Employees are left to fend for themselves, navigating the complexities of the job market without any guidance or support. It's a race to the bottom, and everyone loses.
The "I" in Team: A Revolutionary Concept
Now, let's talk about solutions. The Zeit article mentions the need for a "motivating leadership culture." Groundbreaking! But what does that even mean in practice? Here are a few radical ideas for the bosses out there, that I hope some day may resonate.
Acknowledge Individuality: The phrase "There's no 'I' in team" is a tired, insulting cliché. Of course there's an "I" in team. A team is a collection of individuals, each with their own unique skills, talents, and motivations. Stop treating each other like interchangeable parts in a machine. Get to know them, understand their goals, and create an environment where we can thrive as individuals. Cater to the audience, it's not even hard.
Embrace Autonomy (and Accept Mistakes): Micromanagement is a motivation killer. People need the freedom to make decisions, take risks, and own their work. Get rid of the red tape, the approvals, and the bureaucracy. Trust your colleagues to do their jobs. And when things inevitably go wrong (because they will), don't freak out. Treat it as a learning opportunity, not a reason to punish and humiliate. Everyone covers for everyone. It takes 1.5 days to approve a leave for a company? that is a serious problem!
Pay Them What They're Worth (and Then Some): Compensation isn't just about survival; it's about respect. If you want laser-focused, highly engaged employees, pay them exceptionally well. Pay them so well that they don't have to worry about side hustles, juggling multiple jobs, or stressing about bills. Paying above average is not really well. It is a good start, but not really well. Invest in their financial well-being, and they'll invest in your company's success. There is not much hidden cost to paying better. There is a lot to many other methods of engagement improvement methods.
Find the Sweet Spot: Find balance between skills and challenge. Boredom is a motivation killer. So is feeling overwhelmed and inadequate. Find the sweet spot where employees are challenged enough to grow, but not so overwhelmed that they shut down. Provide the resources, training, and support they need to succeed. People are incredibly smart. Make space, help, ask for advice.
Make Personal Goals Team Goals: This is where the magic happens. Instead of treating employees' personal goals as a distraction, embrace them. Understand what each team member wants to achieve in their career, their personal life, and beyond. Then, find ways to align those goals with the team's objectives. When employees feel like their work is contributing to something bigger than themselves, they're far more likely to be engaged and motivated. Also, not everyone wants to climb the corporate ladder. Someone might just want more personal time.
The Bottom Line: It's a Two-Way Street
Employee engagement isn't some mystical force that magically appears. It's the result of a conscious, sustained effort by both employees and employers. It requires trust, respect, empathy, and a willingness to put people first. I am not saying my proposals, or any others, are easy or cheap to implement. Just that it is a matter of choice to do so or not.
So, the next time - we, working in a leadership role, see a study about declining employee engagement take into account:
When there is a problem: Look in the mirror. When there is success: Look outside the window. (unknown about leadership)
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