I just finished reviewing Gallup’s State of the Global Workplace report. The findings are alarming. According to their research, only 21% of employees worldwide were engaged in their work in 2024. The remaining 79% includes both “not engaged” employees—those who are psychologically unattached to their work—and “actively disengaged” employees, who are not only unhappy but also resentful that their needs aren’t being met and are acting out their dissatisfaction.
What makes this even more disturbing is that the data reflects last year. Based on what I hear from leaders around the world, things may be even worse now. The instability, pressure, and uncertainty are affecting people deeply. They’re scared.
What caught my attention wasn’t just the drop in engagement. It was who it hit hardest: managers.
No other worker category—male or female, young or old—experienced as significant a decline.
That is more than a data point — it’s a critical warning sign.
Managers play a pivotal role in organizational health.
They are the primary drivers of employee engagement, accountability, and culture. Gallup estimates that 70% of the variance in team engagement is directly tied to the manager. When managers struggle, their teams struggle. When they disengage, the ripple effects impact productivity, retention, and, ultimately, business results.
I’ve seen this in many organizations I’ve been asked to assist. When manager support breaks down, even high-performing businesses begin to fracture.
But Gallup didn’t just diagnose the problem—they offered a clear path forward.
Their research identified three areas with the highest impact on manager engagement: training, coaching, and well-being.
First, training.
Less than half of managers worldwide have received any formal development for their role. Many are promoted for performance, not leadership potential. As a result, they’re thrown into high-stakes roles without the tools to succeed. I’ve worked with people in exactly this position—smart, capable, but overwhelmed—because they were never taught how to lead.
Second, coaching.
Managers aren’t just project owners—they’re people developers. When organizations teach their leaders how to coach, the data shows a measurable rise in engagement, performance, and retention. Coaching ability isn’t a nice-to-have; it’s a core leadership skill. I’ve seen teams transform simply by helping their managers ask better questions and truly listen.
Third, well-being.
This one is non-negotiable. Burned-out managers can’t lead effectively, and stress levels are high right now. Very high. When companies combine training with ongoing development and emotional support, managers’ well-being rises sharply—and so does their ability to lead under pressure.
With more than three decades of working with businesses, I’ve seen that the place that can have the most substantial impact – positive or negative – is culture. As I often say, “Culture = Cash.” I have been studying Gallup’s research for years. The level of disengagement has always been disheartening. The numbers this year were even more painful.
The good news?
Improving your culture is a high-leverage opportunity. Regardless of how good you think your culture is, increasing employee engagement by just a few percentage points will yield significant positive results. I believe that if you hire talented people, train them, support them, and treat them well – they will take great care of your customers, and positive financial results will follow.
Remember, the customer’s experience will never exceed the employee’s experience.
What are your employees experiencing right now?
2025 is already underway, and this video is here to help you make it a standout year. In it, I share six key insights about what you should focus on that will have a strong positive impact on your organization. Six important ideas to make you more successful.
I’m confident you’ll find it valuable.
