We need to talk about the elephant in every team meeting: people are checking out.

Gallup’s State of the Global Workplace 2025 report confirms it—employee engagement is slipping, and the cost isn’t just productivity. It’s morale. It’s wellbeing. It’s trust.

But the real headline? Managers have the most power to change it.

If that feels like pressure, I get it. But it’s also a profound opportunity.

Gallup outlines three research-backed ways managers can make a difference. I’m adding one more—because after coaching many professionals, I’ve seen firsthand how it can be the spark that ignites the rest.

1. Get Trained (for Real)

Most managers are promoted because they’re good at their jobs—not necessarily because they’re ready to lead people. And yet leadership requires a whole different skill set.

Gallup found that fewer than half of managers have received formal development. One supervisor reflected:

“I learned new methods of working and how to deal with employees, and it helped me a lot with regard to the challenges I face at work.” — Gallup 2025 report

This isn’t about leadership theory. It’s about learning how to give feedback, run effective meetings, and support growth without burning out yourself. And it’s never too late to learn.

2. Coach More, Direct Less

The report found that managers who were trained in coaching techniques saw performance improve by up to 28%, and team engagement jumped by nearly 20%.

That’s not a fluke.

Coaching is about helping people see their strengths, navigate challenges, and stay aligned with meaningful goals. It requires presence, curiosity, and a willingness to listen deeply. And it’s teachable.

Bonus Book Recommendation: The Coaching Habit by Michael Bungay Stanier. This book is full of super clear, practical, helpful methods to be a better coach - especially if you tend to be an "advice monster" like me. As the author describes it, "Un-weird coaching and learn the seven essential questions, know how to ask them well, and build your curiosity into a powerful, everyday habit." Highly recommended!

3. Support Your Own Wellbeing

Here’s a truth we don’t say enough: burnt-out managers create burnt-out teams.

Gallup’s research shows that managers who receive support and development report significantly higher levels of wellbeing. In fact, when managers thrive, the people they lead are more likely to thrive, too.

Wellbeing isn’t indulgent—it’s foundational. You don’t have to meditate on a mountain (unless that’s your thing), but you do need sustainable habits, boundaries, and people in your corner.

Bonus Tip: Own Your Development—Even if No One Else Does

This is the piece Gallup doesn’t say outright, but I will:

Sometimes you won’t get the budget. Or the boss who supports you. Or the structured path.

And that doesn’t mean you stop growing.

Your development isn’t your employer’s responsibility. It’s yours.

Buy the book. Take the course. Hire a coach. Ask a peer to be your accountability partner. Listen to a podcast during your commute (or in my case, while I brew my coffee). Whatever “growth” looks like for you—make it non-negotiable.

Because when you take ownership of your development, you don’t just build your skills—you model what’s possible for your team.

Final Thought: You Matter More Than You Know

Disengagement isn’t just about broken systems—it’s about daily experiences. And no one shapes those experiences more than the person someone reports to.

So if you’re a manager wondering where to start: start with yourself.
Not because you’re the problem. But because you have the power to be the beginning of the solution.

“I realized I wasn’t equipped. But once I learned how to lead, everything changed.” — Manager, Gallup 2025

And if you’re not a manager?

These four strategies still apply.

If you’re an individual contributor, consider this your invitation to lead from where you are.

You don’t need a title to invest in your development, support your wellbeing, or practice coaching. Whether it's mentoring a new teammate or suggesting a better way to work, small actions create a ripple effect. The most impactful leaders often start by being the most intentional colleagues.

And if you're an executive, your role is pivotal.

Your direct reports manage the culture for everyone beneath them. By modeling ownership, investing in manager development, and embedding coaching into your leadership expectations, you send a clear message: we don’t just care about results—we care about how we get there.

Support your managers, and they’ll support your culture

Support your people, and they’ll support your mission.

We all have a role in creating a more engaged workplace.

The question is: what will you do with yours?

Cheering for you always,

Abi

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