Employee engagement isn’t just a buzzword; it’s the heartbeat of a thriving workplace. Yet, despite countless initiatives and mandatory engagement, many businesses still struggle to keep employees motivated and fulfilled. Why? Because engagement isn’t about perks, pay raises, or pizza Fridays. Sure, those things are nice too, but it’s about something deeper: Purpose, Recognition, and Connection.

Patrick Lencioni’s “The Truth About Employee Engagement: A Fable About Addressing the Three Root Causes of Job Misery” (originally titled “Three Signs of a Miserable Job”) dives straight into the core of workplace dissatisfaction. Through an engaging business fable (see what I did there), Lencioni unpacks why so many employees feel miserable at work and, more importantly, what leaders can do to fix it.

So, what’s the problem? According to Lencioni, job misery boils down to three root causes: anonymity, irrelevance, and immeasurement. If employees feel invisible, disconnected from purpose, or unsure whether they’re succeeding, their motivation takes a nosedive. But the good news? These issues aren’t complex; they’re completely fixable.

Employers, listen up. Here’s how:

  1. Engagement Drives Success (And It’s Up to Leaders)

Engaged employees aren’t just happier; they’re more productive, innovative, and loyal. A disengaged workforce, on the other hand, leads to high turnover, low morale, and poor performance. Employers must recognise that engagement isn’t an HR function; it’s a leadership responsibility.

  1. The Three Silent Killers of Workplace Morale

Lencioni identifies three key reasons employees become disengaged:

  • Anonymity – Feeling unseen or unappreciated.
  • Irrelevance – Not understanding how their work impacts others.
  • Immeasurement – Lacking clear metrics to gauge success.

If any of these factors exist in your workplace, you don’t have an engagement problem; you have a disengagement problem.

  1. People Need to Feel Seen

The first cause of job misery, anonymity, is about feeling invisible. Employees need to believe that their managers and colleagues genuinely care about them as individuals, not just as workers. Leaders who take the time to know their team beyond job descriptions build stronger, more committed employees. Simple acts like asking about personal interests, celebrating milestones, and acknowledging contributions go a long way.

  1. Work Must Have Meaning

The second engagement killer is irrelevance. Employees need to understand how their role contributes to a bigger purpose. If they don’t see the impact of their work, they disengage. Leaders should consistently connect daily tasks to the organisation’s mission and how employees positively affect customers, clients, colleagues, or the community.

  1. Success Needs to Be Measured

Without clear ways to measure progress, employees feel directionless. Immeasurement leaves employees wondering whether they’re performing well or not. Setting clear expectations, defining performance metrics, and providing regular feedback ensures employees stay motivated and know where they stand.

  1. Leadership Is the Fix

The power to eliminate job misery lies with leaders. By fostering a culture of recognition, purpose, and accountability, employers can transform disengaged workers into passionate contributors. This isn’t about micromanaging but ensuring employees feel valued and empowered.

  1. Build Genuine Relationships with Your Team

More often than not, people don’t leave companies; they leave managers. One of the simplest ways to combat anonymity is by fostering authentic connections. Leaders should take the time to understand employees’ career goals, challenges, and interests. When employees feel known, they feel valued.

  1. Show Employees Their Impact

A good salary isn’t enough; people need purpose. Employers should regularly highlight how each role contributes to the company’s success. Share customer testimonials, showcase internal wins, and help employees see the bigger picture.

  1. Set Clear Expectations and Provide Feedback

Employees should never have to guess whether they’re doing well. Define key performance indicators (KPIs), set realistic goals, and offer consistent feedback. Clarity breeds confidence, and confidence fuels engagement.

  1. Engagement Is a Continuous Effort

Creating a culture of engagement isn’t a one-time initiative; it’s a daily practice. Leaders must consistently recognise, connect with, and support their teams. A strong culture doesn’t happen overnight, but small, intentional actions compound into a thriving workplace. You see, employee engagement isn’t complicated. It’s about eliminating anonymity, irrelevance, and immeasurement. By addressing these factors, employers can build a workplace where employees feel valued, purposeful, and motivated. At the end of the day, when employees are fulfilled, everyone wins.

Bonus Tip

While these principles solve the most common engagement issues, they won’t fix everything. If you’ve checked all 10 boxes here and job misery still loves your company, then you may not have a disengagement problem (turns page) – you may have a “hiring the wrong people” problem. If employees remain unmotivated despite leadership’s best efforts, the hard truth is that it’s time to re-evaluate your hiring metrics and onboarding criteria. At the end of the day, engagement can’t be forced, and you can only do so much to inspire a disengaged workforce.

The best solution? Raise the bar, even if it comes at the cost of operational efficiency because it takes longer to find the “right person” for the job. As leaders, you must decide whether to “hire now” and risk a disengaged workforce who simply does the job or “hire right” and invest the time needed to build a company culture that thrives as a direct result of the quality of the people who work there.

It’s not an easy choice, and there are many factors to consider when deciding to have the luxury of delaying an operation decision to hire the right fit. However, you can’t deny that hiring “better” people who align with your company values ensures that engagement becomes a shared responsibility, not an ongoing struggle. Looking back from down the line, you won’t regret it.

 

Article by Carl Ranger

Head of Training at Consolidated Employers Organisation (CEO SA)