In Gallup’s State of the Global Workplace report for 2024, Europe (including the UK) has the lowest regional percentage of engaged employees at 13% compared with the global figure of 23%. In addition, 72% of workers are reportedly not engaged and 16% actively disengaged.
Focusing in on UK stats reveals the suggesting just 50% of respondents felt ‘enthusiastic’ or ‘immersed’ in work1. With average sickness in the UK at 7.8 days per employee per year (up from 5.8 days prior to covid) and a reported 2.83 million 16 – 64-year-olds are out of the workplace due to long terms sickness2, the picture being painted is not positive.
And we should be in no doubt that the position is bleak for both employers and employees. Should we resign ourselves to dissatisfaction or ambivalence in the workplace?
A leadership challenge
For employers and, let’s be honest, what we mean here is leaders of organisations, there’s a critical question: What’s it like to work in your organisation and for you? Do you tend to focus more on the ‘doing’ than the being’?
Business success has long been measured by what we accomplish. Leaders are rewarded for action and productivity. However, this ‘doing’ mentality often sidelines the importance of ‘being’ and, as a result, the capacity to connect, reflect, and nurture an environment where people feel safe to express themselves is never at the top of our to-do list.
For good reason, delivering measurable results, hitting targets, and driving shareholder dividends is always going to be high priority of business. But there’s a fundamental at play here: none of these things happen without a happy, valued and engaged workforce.
Employee engagement takes many forms including happiness, a sense of purpose and feeling valued. The University of Oxford found a conclusive link between this and business outcomes; their study in conjunction with BT Group proving happy employees were 13% more productive than those who were unhappy.
Recent findings from Deloitte’s 2024 Global Human Capital Trends report reinforce this perspective. The report highlights that organisations prioritising psychological safety and employee well-being consistently outperform their peers.
It seems the consequences of neglecting the ‘being’ are stark. When employees are reduced to mere cogs in the machine, their potential for innovation and fulfilment is stifled. The lack of psychological safety not only undermines team performance but also impacts the bottom line over time.
In terms of psychological safety, renowned researchers like Brené Brown and Daniel Goleman have long championed the role of emotional intelligence and authentic leadership. They remind us that vulnerability and self-awareness are not signs of weakness, but sources of strength that empower leaders to build trust and foster innovation.
When we invest in ‘being’, we set the stage for richer interpersonal connections and a culture that values individual contributions.
Will you challenge the status quo?
At Mind Values Leadership, we believe that the emotional, authentic, and reflective dimensions of employment cannot be ignored without risking long-term damage to employee engagement, happiness, and retention. As a result, we believe this challenge is necessary.
This often means holding a mirror up to leadership styles to encourage a shift away from a purely transactional approach to one that embraces the full spectrum of what it means to lead. This creates a balance between ‘doing’ and ‘being’.
When leaders create environments which are conducive to expressing vulnerability, learning from setbacks, and celebrating authenticity, they move their organisations closer to unlocking a deeper, more sustainable form of success.
So, what do you think your organisation considers success? Are there ‘being’ targets as well as the more traditional ‘doing’ ones?
If you’d like to discuss a project to discover more about employee engagement or to work towards a more people-focused leadership culture, email office@mindvaluesleadership.co.uk and we’ll set up a call.
1CIPD’s Good Work Index of 2024
2Office for National Statistics