If we dig deep into the underlying reasons, these can all be explained by the self-determination theory. The theory explains how people are motivated—what they need to be intrinsically motivated. People need to feel competent, to have a choice and control over that choice, and to feel that they belong. 

In this three-part series, I explore why employees feel disengaged. I categorise them into three reasons: 

Firstly, they don’t feel that they can succeed. 

Secondly, they feel that their potential is wasted. 

Thirdly, they feel isolated.  

In this final part of a three-part series, I explore why employees feel that they might feel isolated and what business owners and managers can do to address this need. 

What is the quickest way to get employees to feel disengaged? By making them feel isolated and excluded. By making them feel that they are not part of the team. Perhaps you are doing this unwittingly to your team. If you are, it’s time to change that.  

What is the culture of communication in your team? Is it open? Do people feel safe expressing their thoughts, even if they are dissenting? Are people respectful of each other? Do they respect diversity in race, gender, belief, or thought? Are people open to receiving feedback? 

Are your team members open to collaboration? Do they work together to achieve goals and objectives? Is it easy for team members to collaborate? Or do they prefer to work alone and focus on their individual goals? 

Do team members feel that the work is equitably distributed among everyone? Or do some feel that they work more than others? 

Teams with a culture of open communication and close collaboration are likely to be an engaged team. If you see problems in communication and collaboration in your team, it’s time to do something about it. Teams who don’t feel they can openly ask questions, express dissent, or seek help are disengaged. You will miss opportunities if your team doesn’t communicate or collaborate. 

According to the self-determination theory, people need to feel they belong to feel motivated and engaged. Satisfying the need for belongingness and connection begins with open communication. 

Keep communication lines open. This includes finding productive ways to discuss dissenting opinions. This also includes finding psychologically safe ways to talk about failure and mistakes in a way that allows everyone to learn rather than to blame. 

However, feeling that you belong takes more than having opportunities to communicate. You also need to empower team members to perform work that demonstrates their competence. Leaders bring out the team’s potential when they empower everyone. This means consistently providing opportunities for members to participate in group activities, including collaborative work, to make them feel they are contributing to the organisation’s overall goals. 

Pay special attention to employee welfare. There may be underlying reasons for why some team members feel isolated, such as office bullying. Bullying in the workplace impacts not just the victim but everyone in the team because the bully’s behaviour dictates how people should behave. Often, this bully-approved behaviour contradicts what your organisation needs to succeed. This negatively impacts people’s performance and, ultimately, your business performance.  

Team members who feel isolated are disengaged. This prevents them from doing the best work possible. It also impacts your organisation because it reduces productivity. Our role as managers and leaders is to allow our team members to do the job they were hired for—to demonstrate their strengths and work towards goals. In doing so, we address their need for autonomy, which allows them to be motivated and engaged in work. How are you addressing your team’s need for autonomy?