How can you identify and address employee disengagement in team facilitation?

I would have a chat with the staff. It is common for the unhappiness to stem from hus/her relationship with the immediate supervisor. That is why skip level meetings are very important. A sharp leader can tune in quickly. However, the foundation of TRUST must first be there.

Na minha experiência liderando equipes e projetos de design thinking, onde temos muita facilitação o desengajamento das pessoas é causado por: falta de segurança em falar, não houve alinhamento de expectativas do porquê a pessoa está ali, ou como ela pode contribuir para aquele assunto. A pessoa que está facilitando a sessão não trouxe empoderamento e explicou regras básicas de como agir na reunião. Claro que existem vários outros fatores emocionais, psicológicos para o desengajamento das pessoas. Com a minha equipe eu busco sempre ter reuniões 1:1 abordando vários temas pessoas, profissionais, de futuro, da organização, dos clientes, para entender como engajá-los.

Get to know them. What's stopping them? Many staff have their motivations and values, do you know what they are? Do they match yours or your company's?

The two E's work for me, 'Empathy' and 'Engagement'. When you have these two on your side, in every conversation with your team, in every project your team is working on, the first sign of disengagement will be crystal clear. The reason for discontent and disengagement requires more than a pep talk, needs an empathetic approach to the cause and motivation to move forward.

Na minha experiência, entender os objetivos pessoais e profissionais do colaborador é de suma importância, ter escuta ativa, e deixar claro os objetivos da área e o que se espera dele(a) como profissional. Pois assim você vai encontrar a melhor forma de trazer esta pessoa "para o jogo"!

In my experience, doing an engagement check every 6 months or one year can help identify the causes of disengagement more concretely. I do it by asking the people to answer these statements from their perspective: 1. At work, I clearly understand what is expected of me. 2. I have the chance to use my strengths every day at work. 3. I know I will be recognized for excellent work. 4. In my work, I am always challenged to grow. 5. In my team, I am surrounded by people who share my values. 6. My teammates have my back. 7. I am really enthusiastic about the mission of my company. 8. I have great confidence in my company’s future.

It's important to remember that the team is the sum of the parts, so drilling down to each individual is key. If a car doesn't start, it's because one or several of the parts is broken. Engagement is based on each individual's "emotional" response to the environment. Two of the things I discovered when discretionary effort is missing are 1) people become disinterested or resentful when they feel invisible or not heard and 2) they react in passive aggressive ways when they cannot get clarity on what's expected from them or when they are not sure if they are on the right track. A study asking employees what was their best day at work revealed that it was when their boss helped them and they were able to complete an assignment.

La falta de compromiso de los empleados puede tener muchas causas, según el equipo y el contexto. Las causas más comunes suelen desajustarse en la visión, objetivos o funciones del equipo; falta de reconocimiento o apoyo por parte de sus líderes, micromanagement, falta de plan de carrera, desconfianza y ambiente hostil. Para identificar las causas en cada caso se debe escuchar a los profesionales y estar abierto a los feedback y opiniones ajenas por tal de llegar a puntos de mayor comodidad para ambas partes.

There were so many reasons and factors to consider in an employee disengagement and here are some: 1. The member or team was usually left out with updates and critical details. 2. Team or member felt disconnected with the discussions or often denied with the opportunity to share ideas. 3. There were misunderstandings that were not discussed and immediately actioned.

Un Codir qui manque d'authenticité, d'alignement, d'exemplarité et de transparence peut être une cause importante de désengagement. J'ai notamment souvent accompagné en formation, des managers : middle management, dont on attend beaucoup et qui déploraient ne pas être bien managés. -"Mon Directeur va-t-il suivre aussi cette formation ? il en aurait bien besoin..." -"Non ce n'est pas prévu..." Pas de rituels managériaux, aucun entretiens annuels, professionnels, des RDV improvisés, des objectifs mal posés et donc mal débriefés "à la tête du client"... Faites ce que je dis , pas ce que je fais ... Cela a tendance à démotiver et désengager des managers pourtant volontaires, qui ont une place complexe dans l'organisation.

Comment favoriser un environnement de travail positif : Si vous remarquez une attitude négative ou un manque de collaboration au sein de votre équipe, vous pourriez prendre des mesures pour promouvoir un environnement de travail plus positif et inclusif. Par exemple, vous pourriez organiser des activités de team-building régulières, telles que des déjeuners ou des sorties après le travail, où les membres de l’équipe peuvent se détendre et interagir dans un cadre informel. En encourageant la camaraderie et le soutien mutuel, vous pourriez contribuer à renforcer les liens au sein de l’équipe et à améliorer le moral et l’engagement de chacun.

Consider bringing on an outside, neutral facilitator who can engage your team to learn about the issues and design a series of sessions to help your team (and the teams they work with) to co-create their purpose, co-create principles for how they wish to work together, identify and agree on priorities, and create a shared understanding of roles and responsibilities along with workflows and processes. Also consider curating and delivering workshops around trust, team development/performance, and communication.

I think the following may be useful to keep in mind: 1) Not to panic early - try to understand if there are a handful or all team members being disengaged and tackle accordingly. 2) Always focus on delivering the content to the best of your ability - consistency is the key in messaging. There are times I have observed teams start engaging “again” after a brief wayward period or so. It’s important to still deliver the message or content effectively as you’d be remembered for the last bits of your message and not the full presentation. Make use of the inherent human nature to show recency bias. 3) Take a break and determine if you need to course correct at all by talking to someone you can trust 4) Increase engagement/ two way dialogue

Give them a role in the session that is being facilitated. As a facilitator myself, I would call on the individual by name to ask them to build on an idea, share their perspective, or maybe help me theme the existing ideas/contributions. If disengagement continues I would speak to them during the next break to seek to understand the potential source of the disengagement.

Start with heart, and seek first to understand. Be genuine and listen to your team member. Learn about what the member needs to feel safe and motivated to contribute.

Pour ma part, je m'efforce de mettre en avant chaque membre de mes équipes, individuellement, sur une de ses réussite, ses points forts. Je le place alors en tant que référent de ce point fort pour les autres.La synergie est telle que je n'ai plus qu'un rôle d'arbitre

As a new Soft Skills trainer/facilitator, one of my first client teams included a participant who joined the session with obvious disdain. They chose to display it by sitting quietly and with crossed arms in the middle of front row. I tried everything I knew at that stage to engage this participant: Changing up content and facilitation pace and style, peppering in interactive activities, informally checking in with them during the session and in breaks. Finally, I realized two things: 1.) They had been told to be there by their manager without any reasoning or clear purpose, and 2.) you can't win them all. I proceeded to focus my attention on the other 30 engaged participants, and the sessions were a success.

Wer ein Team ohne Weisungsbefugnis führt oder diesem angehört, braucht die Offenheit für unterschiedliche Verhaltensweisen der Teammitglieder; das Vertrauen, dass sich jeder für die gemeinsame Sache einbringen will, die Haltung, dass Weisheit aus der Unterschiedlichkeit entsteht und das Kommunikationsvermögen, für seine eigene Perspektive einzustehen ohne die anderen schlecht zu machen. Wichtig ist die Beziehungsebene zu stärken, gerade, wenn es auf der Sachebene Auseinandersetzungen gibt. Wenn es Probleme auf der Beziehungsebene gibt, dann müssen diese in 4-Augen-Gesprächen angesprochen werden. Wenn Vertrauen zerstört ist, kann auch eine Trennung eine gute Alternative sein.

Having team bonding activities and team creative time out has a way of boosting employee engagement. Giving employees specific tasks to do and allowing them to be on top of their game with their tasks increases employee engagement.

En una ocasión llega hasta RRHH, un conflicto entre una gerente y una de sus colaboradoras que estaba usualmente llegando tarde, desde un tiempo para acá. Se había empezado un proceso casi de desvinculación. Llamo a la joven, converso con ella y trato de ver cuál es la razón por la que ella está sintiéndose de esa manera. Finalmente, hacía unos meses su esposo la había abandonado con sus hijas y ello todavía estaba tratando de adaptar su vida a este cambio. Hablamos, busqué algunas maneras en que la empresa pudiera apoyarle mejor y lo hicimos. Su compromiso subió, su fidelidad a la empresa también, su actitud mejoró, su desempeño volvió a ser el mismo.