Lt. Col. (Ret) Kathy Lowrey Gallowitz

Approach the employee with empathy, expressing that you’ve noticed they’ve been putting in a lot of hours or seem stressed. Ask how they’re managing their workload and personal life. Ensure that the conversation is private and non-judgmental. Let the employee know that the goal is to support their well-being and help them find a sustainable balance. As a leader, model healthy work-life balance yourself. Avoid sending emails after hours, taking excessive overtime, or encouraging a culture of always being "on." Your actions set the tone for the rest of the team. Promote the use of vacation days, personal time, and breaks. Encourage employees to take time off to recharge, emphasizing that rest is important for productivity and engagement.

Foster a workplace culture where employees feel safe to express their concerns without fear of judgment or repercussions. When employees know they can speak openly, they’re more likely to seek help before disengagement deepens. Ensure that employees see you as approachable and willing to listen. Make it clear that you’re available to support them and that their well-being is a priority. If you notice signs of disengagement, take the initiative to start a conversation. Approach the employee privately and with empathy, expressing your concern for their well-being.

Regularly schedule one-on-one meetings to review and discuss goals, even before issues arise. This proactive approach helps you identify potential misalignments early. Ensure that the conversation takes place in a comfortable, non-threatening environment. Make it clear that the purpose is to support the employee’s growth and ensure they’re on a fulfilling path. Start by discussing the employee’s current goals. Ask whether they feel these goals are still relevant to their role, interests, and career aspirations. Goals that were once motivating might no longer resonate, leading to disengagement.

To facilitate open dialogue, ensure that your workplace culture encourages employees to speak freely without fear of judgment or retaliation. Make it clear that their opinions and feelings are valued. Emphasize that any discussions regarding their feelings or concerns will be handled with discretion. This assurance can help employees feel more comfortable sharing sensitive issues. Don’t wait for disengagement to become obvious or for performance to decline severely. If you notice signs of disengagement, initiate a conversation early. Approach the employee privately and express your observations with empathy. Frame the conversation in a way that shows concern rather than criticism.

One of the first signs of disengagement is a noticeable drop in productivity. If an employee who used to meet deadlines consistently starts missing them or submitting work late, it could be a sign of disengagement. Pay attention to the quality of work. If an employee’s output becomes sloppy, error-prone, or lacks the usual attention to detail, they might be disengaged. Disengaged employees often withdraw from team activities or social interactions. If someone who was once an active participant in meetings, discussions, or social events becomes quiet or distant, it could signal disengagement. Frequent absenteeism, coming in late, or leaving early can be signs that an employee is losing interest in their work.

When dealing with conflict, avoid holding discussions in spaces associated with either party involved in the dispute, such as their offices or preferred meeting rooms. Instead, select a neutral, common area that doesn’t give an advantage to either side. If the conflict is particularly intense or sensitive, you might even consider holding the discussion offsite at a third-party venue. This removes any association with the workplace, helping participants feel more at ease and open. Ensure the space is quiet, comfortable, and free from distractions. A calm environment helps all parties focus on the discussion and reduces stress, which can contribute to a more productive conversation.