Managers are the Secret Behind Employee Engagement

Cathie Leimbach • September 14, 2021

The term employee engagement relates to the level of an employee's commitment and connection to an organization. Employee engagement has emerged as a critical driver of business success in today's competitive marketplace. High levels of engagement promote retention of talent, foster customer loyalty, and improve organizational performance and stakeholder value.

 

So, how serious is the employee engagement issue? While leaders may be aware that "engagement" is necessary, the data provides an even stronger case. Recent research shows that 70% of American workers are disengaged – meaning they are emotionally disengaged from their managers and their company – showing up for the paycheck and little else. Of that 70%, 18% are actively disengaged and working against the company.

 

Let's look at a team of 11 people. Using these numbers, three team members are actively engaged, six are disengaged – simply showing up, and two are actively disengaged – working against the company's goals. Your team of 11 employees is creating lower productivity, decreased profitability, and lowered customer satisfaction.

 

We can understand the differences between engaged and disengaged employees by looking at their characteristics:

Engaged Behaviors

  • Optimistic
  • Team-oriented
  • Goes above and beyond
  • Solution-oriented
  • Selfless
  • Shows a passion for learning
  • Passes along credit but accepts blame


Disengaged Behaviors

  •  Pessimistic
  •  Self-centered
  •  High absenteeism
  •  Negative attitude
  •  Egocentric
  •  Focuses on monetary worth
  •  Accepts credit but passes along blame

   

Think about your employees and the teams you have created. How many of your team members are exhibiting disengaged behaviors? And then imagine what would happen in terms of productivity and profitability if you could turn that around. 

 

So, what is the solution? Research shows that disengagement occurs when management practices and organizational culture don’t empower and develop employees. And even more importantly, it is your managers behavior that builds organizational culture.

 

Managers are the secret behind increased engagement. When managers are taught and empowered to move from just managing the work to coaching and developing their employees, engagement increases significantly. 

 

Investing time and resources to train your managers to be more effective will result in a more robust organizational culture and increased engagement. Equipping them with the tools to focus on coaching and developing their employees will result in a more engaged workforce, leading to higher productivity and profitability.

 

Managers are your most important asset in increasing engagement. Here are some of the benefits overall when your managers play a critical role in coaching and developing their teams:

  • If a company increases employee engagement by 10%, research shows that results in $2,400 in annual profit per employee. Now imagine you can improve it by 20%, 30%, or more.
  • Increased employee engagement and a strong relationship with their manager helps you to retain the employees you need and want in your company.  And in today’s job market, that is even more critical.
  • Increased productivity occurs when employees are engaged – with some impressive statistics:

- 57% more effort

- 41% fewer errors

- 37% decreased absenteeism

- 41% fewer accidents.

 

Employees don't leave companies; they leave their managers. Providing training to help your managers develop the skills they need to coach and develop their employees effectively will significantly benefit your company.

Three Small Shifts That Change Everything

By Cathie Leimbach • March 24, 2026
You don’t need to make big changes in your leadership practices to get better results. Often, it’s small shifts in everyday leadership conversations that quietly change how work gets done. Here are three that work: 1. Make priorities clear Start meetings by stating current priorities. That creates focus right away and helps conversations stay on topic. 2. Ask instead of solve Instead of answering an employee’s questions, ask, “What are your suggestions?” Such questions encourage employee thinking and stronger follow-through. 3. Hold short monthly one-on-one check-ins Meeting with each employee one-on-one allows the regular review of goals, progress, and obstacles. These short conversations surface issues early and keep everyone aligned. These small habits keep teams steady and focused. Your challenge this month: Pick one shift and try it. Notice what changes in clarity, buy-in, or accountability. Sometimes the difference between teams that struggle and teams that move smoothly comes down to a few simple leadership conversations happening consistently. 👉 Join our 60-minute Leadership Conversation on March 30th at 3:00 PM to see how small shifts in everyday leadership conversations can quickly improve clarity, ownership, and results.

From Performance Problems to Possibilities

By Cathie Leimbach • March 17, 2026
Most leaders can list what’s wrong fast: missed deadlines, uneven effort, or teams that seem capable of more. The bigger shift happens when leaders stop asking, “What’s broken?” and start asking, “What’s possible if we lead differently?” Limits like time, budget, and pressure are common. The resulting overwhelm is reduced when leaders get clear about what really matters. Strong leaders respond to these limits by focusing on priorities, simplifying decisions, and actively guiding their teams. Often, the shift begins with better leadership conversations. The right conversations clarify expectations, surface issues early, and help people take ownership before small problems grow into bigger ones. When leaders create space for clear, honest dialogue, teams stop guessing and start moving forward. Performance improves when leaders: Get clear instead of assuming Address issues early through direct conversations Set priorities people can follow Notice and praise progress, don’t comment only on mistakes These small, steady choices create momentum. We often hear questions like: “How do we stop reacting?” “What if our team is capable but inconsistent?” “How do we improve without burning people out?” Those questions point to opportunities for growth. Don’t think of them as failure. 👉 Where might your team be guessing instead of knowing? Identify one gap—and use your next conversation to close it.